Etteplan Oyj

Business ID 0545456-2

Board of Directors’ Review and Financial Statements

JANUARY 1–DECEMBER 31, 2025

Board of Directors’ Review

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Board of Directors’ Review January 1 – December 31, 2025

OPERATING ENVIRONMENT

The most important factor affecting Etteplan’s business is the global development of the machinery and metal industry. The majority of Etteplan’s customers are industrial companies with several global megatrends influencing the development of their operating environment. For example, structural changes in the global economy, urbanization, climate change, and sustainability are all influencing companies, national economies, and people’s lives. In addition to these megatrends, the engineering industry is influenced primarily by three trends: digitalization, accelerating technological development, and the growing need for highly competent employees. In particular, the application of artificial intelligence in various applications is accelerating. These trends are creating a need for intelligent and energy-efficient solutions in all industrial sectors.

The trend of centralizing service purchasing continues as customer demand becomes increasingly international, presenting growth opportunities for global engineering companies. The continued trend of service outsourcing has a positive effect on the industry’s development. Leveraging AI increases interest also in outsourcing solutions and creates growth opportunities for Etteplan. The competition for employees has eased in the prevailing market situation, but there is continued competition for specialized experts in certain areas.

DEVELOPMENT OF DEMAND BY CUSTOMER INDUSTRY

Geopolitical and trade policy tensions affect demand in all of our customer industries. Demand in the Defense industry was at a good level, and demand in the Energy industry was at a moderate level. Demand in the Mining industry showed slight signs of recovery. Demand in the Forest industry and the Metal industry were at a weak level. Demand in the ICT and Electronics industry remained at a weak level. Demand in the Automotive industry weakened. Demand in the Chemical industry remained at a weak level.

DEVELOPMENT OF DEMAND IN ETTEPLAN’S OPERATING COUNTRIES

In the uncertain market situation, our demand outlook was weak in all of our operating countries in Europe. The demand situation has been particularly challenging in Finland and Sweden. In China, the market situation

was better than in Europe, but the trade war increased uncertainty also in China. In China’s internal market, the demand for technology services remained at a good level, as demand is influenced by the strengthening of the trend of companies purchasing services instead of hiring employees of their own. In the fourth quarter, demand in the Chinese market showed slight signs of slowing down.

KEY FIGURES

EUR 1,000

2025

2024

2023

Revenue

361,417

361,020

359,951

Change in revenue, %

0.1

0.3

2.8

Operating profit (EBITA)

24,224

24,373

30,883

% of revenue

6.7

6.8

8.6

Operating profit (EBIT)

17,866

18,410

25,540

% of revenue

4.9

5.1

7.1

Profit before taxes

13,402

13,594

20,805

% of revenue

3.7

3.8

5.8

Profit for the financial year

10,573

10,396

16,647

Return on equity, %

8.8

9.0

15.1

ROCE, %

8.3

9.4

13.3

Equity ratio, %

40.8

40.5

40.9

Gross investments

28,696

29,216

21,077

% of revenue

7.9

8.1

5.9

Net gearing, %

58.7

60.0

55.3

Personnel, average

3,846

3,859

3,949

Personnel at year end

3,777

3,803

3,902

Employee benefits expenses

242,466

233,129

233,736

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REVENUE

The weakening of demand due to market uncertainty, the challenges in the operating environment, and customers’ slow decision-making affected the accrual of revenue throughout the year. Acquisitions completed during the year increased revenue.

Etteplan’s revenue increased by 0.1 percent and was EUR 361.4 million (1-12/2024: EUR 361.0 million). At comparable exchange rates, revenue decreased by 0.5 percent. Organic revenue decreased by 5.0 percent. At comparable exchange rates, organic revenue decreased by 5.6 percent. Revenue from key accounts decreased by 1.0 percent.

Etteplan’s business is subject to periodic fluctuation due to the number of working days, holiday seasons and the timing of product development and investment projects in customer companies, which mainly take place in the spring and the latter part of the year.

The revenue of acquired companies is not included in organic revenue growth for 12 months following their acquisition. STRONGIT ApS is included in Etteplan’s figures starting from January 1, 2024, AFFRA AB from June 1, 2024, Novacon Powertrain GmbH from January 1, 2025, and Eltech Automation i Lund AB from September 1, 2025.

RESULT

The full-year result was negatively affected by the weakening of demand due to market uncertainty, the challenges in the operating environment and the customers’ slow decision-making, as well as significant non- recurring expenses. Operating profit (EBITA) decreased by 0.6 percent and was EUR 24.2 (24.4) million, or 6.7 (6.8) percent of revenue. Operating profit EBIT decreased by 3.0 percent and was EUR 17.9 (18.4) million, or 4.9 (5.1) percent of revenue. The combined effect of non-recurring items on operating profit (EBITA) and operating profit (EBIT) was EUR -2.8 (-3.0) million. Without the non-recurring items, the operating profit (EBITA) would have been 7.5 percent. The non-recurring items consisted of expenses related to organizational restructuring and adaptation measures, as well as credit losses, which were unusually high for us.

The net amount of financial income and financial expenses came to EUR -4.5 (-4.8) million. Profit before taxes was EUR 13.4 (13.6) million. Taxes in the income statement amounted to 21.1 (23.5) percent of the result before taxes. The amount of taxes was EUR 2.8 (3.2) million.

The profit for the financial year was EUR 10.6 (10.4) million. Basic earnings per share were EUR 0.42 (0.41). Equity per share was EUR 4.84 (4.67) at the end of December. Return on capital employed (ROCE) before taxes was 8.3 (9.4) percent.

CASH FLOW AND FINANCIAL POSITION

Operating cash flow was EUR 32.0 (31.0) million. Cash flow after investments was EUR 18.3 (9.0) million. Operating cash flow accrues unevenly over the four quarters of the year due to periodic fluctuation in business.

The Group’s cash and cash equivalents stood at EUR 30.4 (25.2) million at the end of December.

The Group’s interest-bearing liabilities amounted to EUR 102.1 (95.9) million at the end of December. The amount of interest-bearing liabilities was affected by acquisitions made by the Group.

The Company has granted loans to its subsidiaries. The total amount of the loans amounted to EUR 14.8 (19.8) million at the end of December. The loan term is a maximum of 4 years or the loans have no fixed maturity date. The loans are repaid in equal instalments and interest is paid once a year. The interest rates are primarily fixed or linked to the base rate at 2.07-3.73 percent. The loans are unsecured.

The Group´s lease liabilities represented EUR 21.7 (19.2) million of interest-bearing liabilities.

The total of unused short-term credit facilities stood at EUR 15.9 (16.1) million.

Total assets on December 31, 2025, were EUR 304.0 (297.8) million. Goodwill on the balance sheet was EUR 126.7 (117.4) million.

At the end of December, the equity ratio was 40.8 (40.5) percent.

CAPITAL EXPENDITURE

The Group’s gross investments were EUR 28.7 (29.2) million and mainly consisted of acquisitions, increases in lease liabilities and equipment purchases.

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PERSONNEL

The number of personnel stood at 3,777 (3,803) employees at the end of December 2025. The number of personnel decreased by 0.7 percent when compared to the end of December 2024. In the weak market situation, we have slowed down recruitment and had to increase temporary layoffs in Finland compared to the preceding quarter. A total of 168 (178) employees were temporarily laid off at the end of December 2025. The Group employed 3,846 (3,859) people on average in 2025.

The number of people employed by the Group outside of Finland stood at 1,995 (1,921) at the end of December, representing 53 (51) percent of the total number of employees.

BUSINESS REVIEW

Weak demand situation continued in Europe. There was still significant variation in customer-specific and industry-specific demand. In China, the market situation was better than in Europe, but the trade war increased uncertainty also in China. In China’s internal market, the demand for technology services remained at a good level, as demand is influenced by the strengthening of the trend of companies purchasing services instead of hiring employees of their own. Going forward, we will focus even more heavily on serving the internal market in China. The number of hours sold in the Chinese market increased by 5.4 percent.

We continued the implementation of our strategy and investments to develop our business during the year to respond to the changes in our industry. We continued to develop our service offering, especially in relation to artificial intelligence, and implemented several customer projects that leverage AI. The market around us is changing, and the significance of AI, in particular, continues to grow strongly. With this in mind, utilizing AI plays a very central role in our strategy period that started at the beginning of 2025.

We continued to implement our growth strategy by acquiring two companies during the year. In January, we acquired Novacon Powertrain GmbH, a German product engineering services company that focuses on electrification in the automotive industry and the development of engine technology. In September, we acquired Eltech Automation i Lund AB, a Swedish provider of comprehensive industrial automation solutions. Novacon Powertrain’s figures were included in Etteplan’s income statement and balance sheet starting from January 1, 2025, and Eltech Automation’s figures were included starting from September 1, 2025.

Etteplan’s new strategy period began on January 1, 2025

Etteplan’s renewed strategy and updated financial targets for the years 2025-2027 came into effect on January 1, 2025. Digitalization, the growing importance of artificial intelligence (AI) and data, sustainability and the growing need for experts are key trends that affect the operations of both Etteplan and its customers. The main goal of the strategy update is to generate even more value for our customers and accelerate the transformation and development of customers’ and Etteplan’s business.

The strategy period 2025-2027 is called Transformation with AI , and its three cornerstones are Trusted Partner, AI and Technology-Empowered Service Solutions and Success with People . Etteplan’s AI-powered service solutions are at the core of the updated strategy, and the company’s target is to increase the share of revenue derived from AI-driven service solutions developed by Etteplan to 35 percent by the end of 2027. AI and technologies, efficient processes, versatile know-how and world-class engineering methods are integrated into the service solutions. Based on a deep understanding of our customers’ needs, we offer scalable solutions that bring people and technology together and create tangible business value for our customers. We also develop services related to data management and data maintenance that enable the efficient use of AI. During the year, the implementation of Etteplan’s strategy continued, and the share of revenue derived from AI-driven service solutions developed by Etteplan developed favorably and was 5 percent at the end of December. The growth has been the fastest in the Technical Communication and Data Solutions service area, where we have won several AI-driven outsourcing contracts related to technical communication. We have also been successful in increasingly leveraging AI in existing customer accounts in the area of technical communication.

Etteplan’s target is still to increase the share of revenue represented by Managed Services to 75 percent. The development of revenue from AI-driven service solutions supports this target. The share of revenue represented by Managed Services stood at 67 (65) percent.

We seek growth both organically and through acquisitions. The sources of organic growth include new service solutions that utilize AI and technologies that produce new added value for our customers. Current service solutions are also enhanced with the help of AI. We develop new data-related service solutions that enable the efficient use of AI for industrial product companies and companies in process industries, and support their data management and maintenance. The sources of organic growth also include our global delivery model and the utilization of nearshoring and offshoring solutions to ensure competitiveness in the growing global competition.

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Inorganic growth is created through acquisitions. Our goal is to offer services from all three of our service areas in all of our operating countries. We aim to grow in our current operating countries through acquisitions that strengthen our expertise, expand our service offering and improve our market position in selected markets and/or customer segments. Revenue accumulated outside Finland amounted to EUR 199.0 (190.4) million, or 55 (53) percent of the Group’s total revenue.

Etteplan’s financial and strategic targets from January 1, 2025:

Utilization of AI: The share of revenue derived from AI-driven service solutions developed by Etteplan will be 35 percent by the end of 2027

Managed Services: 75 percent of revenue from managed services (Managed Services Index, MSI) by the end of 2027

Growth: Revenue over EUR 500 million in 2027

Profitability: Operating profit (EBITA) over 10 percent of revenue

ACQUISITIONS

On September 2, 2025, Etteplan announced it is strengthening its position in Sweden by acquiring the entire share capital of the Swedish company Eltech Automation i Lund AB, which is headquartered in Lomma, Skåne. The company is a provider of comprehensive industrial automation solutions. With this acquisition, Etteplan expands its service offering in Sweden to include production solutions and strengthens its foothold particularly in Southern Sweden. The company employs 21 professionals and had a revenue of approximately EUR 2.5 million in 2024. Eltech Automation AB’s figures are included in Etteplan’s income statement and balance sheet starting from September 1, 2025.

On January 16, 2025, Etteplan announced it is strengthening its position in Central Europe by acquiring all shares in the German product engineering services company Novacon Powertrain GmbH, which focuses on electrification in the automotive industry and the development of engine technology. The acquisition brings Etteplan a new product development unit with strong expertise in the electrification of motoring and rail traffic as well as in the development of advanced powertrains. The revenue of the company, which employs about 180 professionals, was approximately EUR 18 million in 2023. Novacon Powertrain’s figures are included in Etteplan’s income statement and balance sheet starting from January 1, 2025.

Acquisitions in 2024:

On May 27, 2024, Etteplan acquired AFFRA AB, a Swedish consulting company specializing in testing. Based in Gothenburg, AFFRA is a consulting company that specializes in software testing and, in particular, Hardware in the Loop (HIL) testing for the automotive and transport industry. All 23 of AFFRA’s professionals in testing, software development, and embedded solutions were immediately transferred to Etteplan.

On January 8, 2024, Etteplan acquired STRONGIT ApS, a Danish technology service company that focuses on product development solutions. STRONGIT delivers its services with a team of 13 highly qualified engineering professionals and a network of around 70 freelancers in Copenhagen, Århus, and Gråsten in Denmark.

In addition, in June 2024, Etteplan acquired a minority stake of 19.99 percent in BJIT, a globally operating IT consulting enterprise that is the largest in its industry in Bangladesh. The acquisition will strengthen Etteplan’s cost competitiveness in the future.

GOVERNANCE

General meeting

The Annual General Meeting of Etteplan Oyj was held on April 8, 2025. The Annual General Meeting approved the financial statements and discharged the members of the Board of Directors and the President and CEO from liability for the financial year 2024.

The Annual General Meeting resolved, in accordance with the proposal of the Board of Directors, to pay a dividend of EUR 0.22 per share for the financial year 2024 and to leave the remaining funds in unrestricted equity. The dividend decided on by the Annual General Meeting was paid to the shareholders registered on the record date in the shareholders’ register maintained by Euroclear Finland Ltd. The record date of the payment of dividend was April 10, 2025, and the dividend was paid on April 17, 2025.

In accordance with the proposal of the Nomination and Remuneration Committee of the Board of Directors, the Annual General Meeting resolved that the Board of Directors shall consist of six (6) members. In accordance with the proposal of the Nomination and Remuneration Committee of the Board of Directors, the Annual General Meeting resolved on the annual remuneration of the members of the Board of Directors, the Chairman of the Board and the chairmen and members of the Nomination and Remuneration Committee and the Audit Committee.

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In accordance with the proposal of the Nomination and Remuneration Committee of the Board of Directors, the Annual General Meeting re-elected Robert Ingman, Tomi Ristimäki, Sonja Sarasvuo and Mikko Tepponen as members of the Board of Directors. The Annual General Meeting further elected Outi Henriksson and Katri Piirtola as new members of the Board of Directors.

KPMG Oy Ab, Authorized Public Accountants, with Authorized Public Accountant Kim Järvi as the main responsible auditor, was elected as the company’s auditor. KPMG Oy Ab was elected as the company’s sustainability reporting assurance provider for the financial period 2025.

In its organization meeting subsequent to the Annual General Meeting, the Board of Directors of Etteplan Oyj elected Robert Ingman as Chairman of the Board of Directors. Mikko Tepponen was elected the Chairman and Robert Ingman and Katri Piirtola as members of the Nomination and Remuneration Committee of Etteplan Oyj. Outi Henriksson was elected the Chairman and Sonja Sarasvuo and Tomi Ristimäki as members of the Audit Committee of Etteplan Oyj.

The Annual General Meeting resolved to amend the company’s Articles of Association by adding an article on the sustainability reporting assurance provider to the Articles of Association, amending the article concerning the Annual General Meeting, and adding the election of the sustainability reporting assurance provider to the agenda of the Annual General Meeting. In addition, the Annual General Meeting resolved to change the numbering of the Articles of Association to reflect these amendments.

Board authorizations

The Annual General Meeting held on April 8, 2025, authorized the Board of Directors to resolve on the repurchase of the company’s own shares in one or more tranches using the company’s unrestricted equity. A maximum of 2,000,000 shares in the company may be repurchased. The company may deviate from the obligation to repurchase shares in proportion to the shareholders’ current holdings, i.e. the Board has the right to decide on a directed repurchase of the company’s own shares.

The authorization includes the right for the Board to resolve on the repurchase of the Company’s own shares through a tender offer made to all shareholders on equal terms and conditions and at the price determined by the Board, or in public trading organized by the NASDAQ OMX Helsinki Ltd at the market price valid at any given time, so that the Company’s total holding of own shares does not exceed ten (10) percent of all the shares in the Company. The minimum price for the shares to be repurchased is the lowest market price quoted for the shares in the company in public trading and, correspondingly, the maximum price is

the highest market price quoted for the shares in the company in public trading during the validity of the authorization.

Should the shares in the company be repurchased in public trading, such shares will not be purchased in proportion to the shareholders’ current holdings. In that case, there must be a weighty financial reason for the company to repurchase its own shares. The shares may be repurchased in order to be used as consideration in potential acquisitions or in other structural arrangements. The shares may also be used for carrying out the company’s incentive schemes for its personnel. The repurchased shares may be retained by the company, invalidated or transferred further. The repurchase of the company’s own shares will reduce the non-restricted equity of the company.

The authorization is valid for 18 months from the date of the resolution of the Annual General Meeting starting on April 8, 2025, and ending on October 7, 2026. The authorization replaces the corresponding previous authorization.

The Annual General Meeting of April 8, 2025, decided to authorize the Board of Directors to resolve on the issuance of a maximum of 2,000,000 shares through issuance of shares, option rights or other special rights entitling to shares under Chapter 10, Section 1 of the Finnish Companies Act in one or more issues. The authorization includes the right to decide to issue either new shares or shares held by the company.

The authorization includes the right to deviate from the existing shareholders’ pre-emptive subscription right as set forth in Chapter 9, Article 3 of the Companies Act. Therefore, the Board of Directors has the right to direct the share issue, or issuance of the option rights or other special rights conferring entitlement to shares. The authorization also includes the right to decide on all the terms of share issue, option rights or other special rights conferring entitlement to shares. The authorization therefore includes the right to determine share subscription prices, persons entitled to subscribe the shares and other terms and conditions applicable to the subscription. In order to deviate from the shareholders’ pre-emptive subscription right, the company must have a weighty financial reason such as financing of a company acquisition, other arrangement in connection with the development of the company’s business or equity or an incentive scheme to the personnel. In connection with the share issuance, the Board of Directors is entitled to decide that the shares may be subscribed against contribution in kind or otherwise under special terms and conditions. The authorization includes the right to determine whether the subscription price will be entered into the share capital or into the unrestricted equity fund.

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The authorization is valid for eighteen (18) months from the date of the resolution of the Annual General Meeting starting on April 8, 2025, and ending on October 7, 2026. The authorization replaces the corresponding previous authorization.

Shares and Shareholders

Etteplan’s shares are listed in Nasdaq Helsinki Ltd’s Mid Cap market capitalization group in the Industrials sector under the ETTE ticker. The company has one series of shares. Each share entitles its holder to one vote at the General Meeting of Shareholders and confers an equal right to a dividend. The company’s share capital on December 31, 2025, was EUR 5,000,000.00 and the total number of shares was 25,350,793.

The number of Etteplan Oyj shares traded in January-December was 725,522 (1–12/2024: 429,697), for a total value of EUR 7.66 (5.34) million. The share price low was EUR 8.90, the high EUR 12.50, the average EUR 10.55 and the closing price EUR 9.48. Market capitalization on December 31, 2025, was EUR 239.4 (252.5) million. On December 31, 2025, Etteplan had 3,557 (3,483) shareholders.

Etteplan did not purchase any of its own shares in January-December 2025. The company held 100,921 of its own shares at the end of December 2025 (December 31, 2024: 100,921), corresponding to 0.40 percent of all shares and voting rights.

Etteplan Oyj’s incentive plan for key personnel 2023–2025

The Board of Directors of Etteplan Oyj decided on April 20, 2023, to establish a new share incentive plan for the Group’s key personnel. The plan ended on December 31, 2025. Approximately 35 people belonged to the plan, including the Management Group of Etteplan. The rewards to be paid on the basis of the plan corresponded to the value of a maximum total of 300,000 Etteplan Oyj shares (including also the portion to be paid in cash).

The aim of the share incentive plan was to combine the objectives of the shareholders and the key personnel in order to increase the value of Etteplan, to commit the key personnel to the company, and to offer them a competitive reward plan based on earning the company shares.

The plan included one earning period which included the calendar years 2023–2025. The plan was in line with Etteplan’s strategy and supported reaching the company’s financial targets. The earnings criteria were Etteplan Group’s revenue increase and earnings per share development. The earnings criteria were not met and, consequently, no rewards will be paid under the incentive plan.

On December 16, 2025, Etteplan announced the establishment of a new share-based incentive plan for the Group’s management and key personnel for the period 2026–2028.

Breakdown of shareholdings, December 31, 2025

Major shareholders

Name

Number of shares

Proportion of shares and votes, %

Ingman Group Oy Ab

16,760,000

66.11

Oy Fincorp Ab

2,717,599

10.72

Keskinäinen työeläkevakuutusyhtiö Varma

985,593

3.89

Keskinäinen Eläkevakuutusyhtiö Ilmarinen

343,618

1.36

Tuori Klaus Tapani

309,134

1.22

Tuori Aino Mirjami

298,275

1.18

Elo Keskinäinen Työeläkevakuutusyhtiö

262,000

1.03

Vas Invest Oy

194,035

0.77

Näkki Juha

107,739

0.42

Etteplan Oyj

100,921

0.40

Proprius Partners Micro Finland (Non-Ucits)

100,000

0.39

Erikoissijoitusrahasto Aktia Mikro Markka

83,853

0.33

Ingman Robert

65,000

0.26

Kylänpää Osmo Olavi

53,200

0.21

Sijoitusrahasto Säästöpankki Pienyhtiöt

49,241

0.19

Kurra Jorma Juhani

46,496

0.18

Fondita Finland Micro Cap Investment Fund

42,082

0.17

Mäkelä Esa Tapio

40,285

0.16

Sijoitusrahasto Aktia Capital

34,200

0.13

Burmeister Dorrit Elisabeth

32,313

0.13

Other shareholders

2,725,209

10.75

Nominee registered*

963,877

3.80

Total

25,350,793

100.00

* Included in the share count of ‘Other shareholders’

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Breakdown of shareholdings by owner group

Name of the sector

Number of shareholders

Number of shares

Proportion of shares and votes, %

Companies

100

17,251,434

68.05

Fund company

13

2,804,389

11.06

Private Individuals

3,395

2,407,491

9.50

Pension & Insurance

6

1,615,659

6.37

Others

23

285,777

1.13

Foundation

12

22,166

0.09

Nominee registered

8

963,877

3.80

Total

3,557

25,350,793

100.00

Breakdown of shareholdings by size class

Number of shares, pcs

Number of shareholders

Proportion of shareholders, %

Number of shares

Proportion of shares and votes, %

1-100

1,834

51.56

64,729

0.26

101-500

1,078

30.31

293,386

1.16

501-1,000

293

8.24

225,216

0.89

1,001-5,000

265

7.45

557,638

2.20

5,001-10,000

38

1.07

264,086

1.04

10,001-50,000

27

0.76

600,894

2.37

50,001-100,000

4

0.11

302,053

1.19

100,001- above

10

0.28

22,078,914

87.09

Nominee registered

8

0.22

963,877

3.80

Total

3,557

100.00

25,350,793

100.00

Key figures for shares

Financial period

2025

2024

2023

Earnings per share, EUR

0.42

0.41

0.66

Equity per share, EUR

4.84

4.67

4.55

Dividend per share, EUR (Proposal by the Board of Directors)

0.22

0.22

0.30

Dividend per earnings per share, %

52

53

45

Effective dividend return, %

2.3

2.2

2.2

P/E-ratio, EUR

22.6

24.3

20.8

Share price, EUR:

lowest

8.90

9.86

12.40

highest

12.50

14.35

18.65

average for the year

10.55

12.43

15.84

closing

9.48

10.00

13.80

Market capitalization, EUR 1,000

239,369

252,499

346,380

Number of shares traded, 1,000 pcs

726

430

384

Shares traded, %

3

2

2

Adjusted average number of externally owned shares during the financial year, 1,000 pcs

25,250

25,213

25,090

Adjusted number of externally owned shares at year end, 1,000 pcs

25,250

25,250

25,100

Shareholdings of the Board of Directors and Executive Management

At the end of the financial year, the members of Etteplan Oyj’s Board of Directors and their related parties held a total of 16,825,000 Etteplan shares. Their combined holdings represented 66.37 percent of all shares and voting rights.

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As at December 31, 2025, the members of Etteplan Oyj’s Board of Directors held shares in Etteplan Oyj either directly or through companies under their control as follows:

Member of the Board of Directors

Number of shares

Robert Ingman, Chairman of the Board

16,825,000

Outi Henriksson

No ownership

Katri Piirtola

No ownership

Tomi Ristimäki

No ownership

Sonja Sarasvuo

No ownership

Mikko Tepponen

No ownership

Total

16,825,000

The members of Etteplan’s Management Group and their related parties held a total of 141,085 shares, corresponding to 0.56 percent of all shares and voting rights. As at December 31, 2025, the President and CEO and the members of the Management Group held shares in Etteplan Oyj either directly or through companies under their control as follows:

EVENTS AFTER THE REVIEW PERIOD

Member of the Executive Management

Number of shares

Juha Näkki

107,739

Helena Kukkonen

2,956

Jukka Lahtinen

7,955

Riku Riikonen

No ownership

Harri Saikkonen

No ownership

Eric Tengstrand

1,467

Outi Torniainen

8,563

Minna Tornikoski

4,549

Mikael Vatn

7,856

Total

141,085

After the end of the financial year, Etteplan initiated change negotiations on February 10, 2026, within its Software and Embedded Solutions service area in Finland. The change negotiations concerned all employees in the service area in Finland, totaling 336 employees. The change negotiations were concluded on March 13, 2026. As a result of the negotiations, the company has decided to terminate the employment of up to 28 employees, with the terminations intended to be implemented by March 31, 2026. In addition, the company will temporarily or indefinitely lay off 35 employees until further notice. The aim of the change negotiations was to

adjust the operations of the service area to the challenging market situation and weakened demand, as well as to align the service area’s competence base with structural changes in the industry.

OPERATING RISKS AND UNCERTAINTY FACTORS

Etteplan’s financial results are exposed to a number of strategic, operational, and financial risks. General economic uncertainty continues to cause risks to Etteplan’s business. The unexpected changes in customers’ business operations and cost savings are a significant risk to Etteplan’s operations. The company’s operations and competitiveness are based on skilled staff. The recruitment and commitment of competent professionals are important factors for ensuring profitable growth and operations. The availability of personnel, particularly in certain expert disciplines, continues to present a business risk.

Increased geopolitical and trade policy tensions make the future more difficult to predict and increase market uncertainty, which has an impact on our customers’ operations and supply chains and, consequently, Etteplan’s demand.

Changes in legislation may have an impact on Etteplan.

Etteplan assesses business risks annually, and more frequently if necessary, and actively monitors their development during the year. The focus of the assessment is particularly on monitoring changes in already identified risks, identifying new business risks and developing proactive risk management. The results of the assessment are discussed in more detail in Etteplan’s Corporate Governance Statement 2025.

MARKET OUTLOOK 2026

The most important factor affecting Etteplan’s business is the global development of the machinery and metal industry. Market uncertainty remains at a high level due to geopolitical and trade policy tensions. Due to the uncertainty and the resulting weak consumer demand, our customers are saving costs and decision-making on new investments remains slow. Projects are still being suspended and postponed. This weakens our demand situation and makes it very difficult to predict the market situation. The defense industry and the energy industry remain the segments in which demand is developing favorably. In our other customer industries, investments are generally at a low level, and the demand situation remains challenging.

KEY INTANGIBLE ASSETS AND THEIR VALUE-ADDING CHARACTERISTICS

Etteplan’s business is strongly based on intangible assets that provide significant added value to our customers and support the company’s strategic goals. These assets include expertise, technologies and innovations, as well as strong customer relationship management.

10

Expertise and Personnel: Etteplan’s success is based on highly educated and experienced personnel who bring deep technical knowledge and expertise. The company invests in continuous development and training of its employees, ensuring they stay up-to-date with the latest technologies and methods.

Technologies and Innovations: Etteplan extensively utilizes the latest technologies and innovations in its service solutions. The company continuously develops new technology-based services that improve customers’ business processes and competitiveness. For example, the utilization of artificial intelligence and digitalization are key factors in Etteplan’s services.

Customer Relationships and Partnerships: Strong and long-term customer relationships are the foundation of Etteplan’s business. The company aims to deepen its partnerships with customers by understanding their business needs and providing tailored solutions that deliver tangible added value.

Etteplan’s business is based on the effective utilization of these intangible assets, enabling the company to grow and maintain its competitiveness in a rapidly changing market environment.

FINANCIAL GUIDANCE 2026

Etteplan issues guidance for revenue and operating profit (EBIT) as a numerical range and issues the following estimate:

Revenue in 2026 is estimated to be EUR 360-380 (2025: EUR 361.4) million, and

operating profit (EBIT) in 2026 is estimated to be EUR 19-25 (2025: 17.9) million.

THE BOARD’S PROPOSAL FOR THE DISTRIBUTION OF PROFITS

The parent company’s distributable shareholders’ equity according to the balance sheet on December 31, 2025, is EUR 93,968,312.46. The Board of Directors will propose to the Annual General Meeting, which will convene on April 9, 2026, that on the dividend payout date a dividend of EUR 0.22 per share be paid on the company’s externally owned shares, for a total amount of EUR 5,577,174.46 at most, and that the remaining profit be transferred to retained earnings.

ANNUAL GENERAL MEETING

Etteplan Oyj’s Annual General Meeting will be held on Thursday, April 9, 2026. The summons to the AGM is published as a separate release.

CORPORATE GOVERNANCE STATEMENT

Etteplan publishes the Corporate Governance Statement for 2025 separately from the Board of Directors’ review. The statement is available on the Company’s website www.etteplan.com .

NON-IFRS KEY FIGURES

Etteplan presents non-IFRS key figures to supplement its consolidated financial statements which are prepared in accordance with IFRS. These key figures are designed to measure growth and provide insight into the company’s underlying operational performance. This section describes the most important non-IFRS key figures used by the Group. Formulas for key figures (IFRS and Non-IFRS) are presented at the end of Board of Directors’ Review.

Operating profit (EBITA) and EBITA, %

Operating profit (EBITA) is presented, because it reflects the Group’s operational performance better than Operating profit (EBIT). Operating profit (EBITA) does not include amortization related to intangible assets acquired in business combinations. EBITA, % presents Operating profit (EBITA) as a percentage share of revenue.

Reconciliation of Operating profit (EBITA) and Profit before taxes

EUR 1,000

2025

2024

Operating profit (EBIT)

17,866

18,410

Amortization of intangible assets at acquisitions

6,358

5,963

Operating profit (EBITA)

24,224

24,373

Organic/In-organic growth and growth in comparable currencies

Organic (revenue) growth is presented in addition to total revenue growth, because it improves the comparability of revenue growth between periods by presenting the revenue growth without the effects of the last 12 months’ acquisitions. Organic growth is calculated by comparing revenue between comparison periods excluding revenue from acquisitions that have taken place in the past 12 months. The revenue growth created by the last 12 months’ acquisitions is presented as in-organic growth. Revenue growth in comparable currencies is presented, because it improves the comparability of revenue growth between periods by presenting the revenue growth with comparable exchange rates. For the calculation of growth in comparable currencies, revenue for the current period is calculated by using the comparable period’s exchange rates. The figure is presented for Group revenue and organic growth.

The share of revenue represented by Managed Services

Etteplan measures the share of revenue represented by Managed Services (MSI Index). Managed Services are service solutions, such as projects and continuous services, where the customer pays for results instead of resources. The share of revenue represented by Managed Services is presented, because it describes Etteplan’s strategy implementation and explains, in part, the changes in profitability.

Etteplan Oyj

Board of Directors

11

Formulas for the key figures

IFRS Key Figures

Basic earnings per share

=

(Profit for the financial year attributable to equity holders of the parent company)

x 100

Issue adjusted average number of shares during the financial year

Diluted earnings per share

=

(Profit for the financial year attributable to equity holders of the parent company adjusted with dilutive effect)

x 100

Issue adjusted average number of shares during the financial year adjusted with dilutive effect

Non-IFRS Key Figures

Operating profit (EBITA)

=

Operating profit (EBIT) + amortization on fair value adjustments in acquisitions

Organic growth

=

(Revenue current year - Revenue comparison year - Revenue from acquirees current year)

x 100

Revenue comparison year

Revenue growth from key accounts

=

(Revenue from key accounts current year - Revenue from key accounts comparison year)

x 100

Revenue from key accounts comparison year

The share of revenue represented by Managed Services

=

Revenue from Managed Services

x 100

Revenue

Return on equity (ROE), %

=

Profit for the financial year

x 100

(Equity, total) average

Return on capital employed (ROCE), before taxes, %

=

(Profit before taxes + Financial expenses)

x 100

(Total equity and liabilities - non-interest bearing liabilities) average

Equity ratio, %

=

Equity, total

x 100

Total equity and liabilities - Advances received

Gross investments

=

Total investments made to non-current assets including acquisitions and capitalized development costs

Net gearing, %

=

(Interest-bearing liabilities - Cash and cash equivalents)

x 100

Equity, total

Equity per share

=

Equity, total

x 100

Adjusted number of shares at the end of the year

Market capitalization

=

Number of outstanding shares at the end of the year x last traded share price of the year

Dividend per share

=

Dividend for the financial year

Adjusted number of shares during the financial year

Dividend as percentage of earnings

=

Dividend per share

x 100

Earnings per share

Effective dividend yield, %

=

Dividend per share

x 100

Adjusted last traded share price

Price/earnings ratio (P/E)

=

Adjusted last traded share price

Earnings per share

Share price trend

=

For each financial year, the adjusted low and high actual traded prices are given as well as the average price for the financial year adjusted for share issues.

Average price = Total turnover of shares in euros

Number of shares traded during the financial year

Trend in share turnover, in volume and percentage figures

=

The trend in turnover of shares is given as the number of shares traded during the financial year and as the percentage of traded shares relative to issued stock during the year.

12

Strengthen stakeholder engagement for better data sharing and standardized reporting formats.

Enhance internal reporting systems through digital tools and automation, including commuting and business unit-level data.

These actions are part of a phased approach aligned with ESRS E1 requirements and will be monitored annually to ensure progress.

MANAGING MEASUREMENT UNCERTAINTY IN OUR REPORTING (BP-2_07-09)

In Etteplan’s sustainability reporting, some indicators involve inherent measurement uncertainty, particularly where full value chain data is unavailable. These metrics follow established methodologies to ensure a consistent and transparent approach, even though a degree of uncertainty remains.

Metrics subject to high measurement uncertainty

In the E1 disclosures, the metrics in the following sections are those most affected by uncertainty:

GHG emissions (E1-6 ), particularly Scope 3 categories, due to reliance on estimated activity data and secondary emission factors.

Energy consumption and use (E1-5 ), where indirect estimations were necessary to address data gaps.

Monetary amounts linked to climate-related impacts are not subject to high uncertainty.

Sources of uncertainty

Measurement uncertainty arises from two main factors:

Parameter uncertainty: Use of secondary emission factors and estimated activity data where primary data was unavailable. Spend- based factors contribute to higher uncertainty for upstream Scope 3 categories.

Scenario uncertainty: Expert assumptions applied to model certain emission categories, including worst-case scenarios to avoid underestimation.

Additionally, activity data for the 2025 GHG inventory was primarily available for January– October, with November–December extrapolated based on Jan–Oct data. Similar challenges affected energy consumption data for E1-5.

Assumptions and approximations

For energy consumption (E1-5), approximations were necessary where primary data was missing:

Previous year’s measured data used as a proxy or modelled based on floor area and national averages.

Energy mix estimated using local or national averages where specific details were unavailable.

Late-year data extrapolated from earlier months to complete the reporting period.

These assumptions were applied to ensure reasonable representativeness while acknowledging limitations. Uncertainty is assessed as moderate. For GHG emissions (E1-6), category-specific assumptions are disclosed in the E1-6 section.

Continuous improvement

Etteplan is implementing actions outlined in BP-2_06 to reduce uncertainty, including:

Expanding primary data collection from suppliers and customers.

Replacing proxy and spend-based estimates with actual activity data.

Enhancing internal systems and digital tools for more accurate reporting.

These improvements align with ESRS E1 requirements and will be monitored annually.

UPDATES IN HOW WE PREPARE AND PRESENT SUSTAINABILITY INFORMATION (BP-2_10-12)

In 2025, several methodological and content-level changes were introduced compared to the previous reporting period.

Methodological and process enhancements

The DMA process was streamlined to improve efficiency and integration. Key updates include:

Incorporating prior analyses such as Climate Risk Scenarios and Human Rights Due Diligence (HRDD) results.

Using AI tools to support financial materiality assessments, climate risk analysis, and reporting workflows.

Applying the ‘quick-fix’ reliefs introduced by EU Delegated Regulation (EU) 2025/4812.

These changes strengthen the connection between sustainability disclosures and Etteplan’s strategic priorities.

Content-level adjustments

The updated DMA resulted in the removal of ESRS S2 – Workers in the value chain as a material topic. This reflects Etteplan’s business model as a technology service company with limited procurement and no manufacturing operations. The revised analysis also placed greater emphasis on climate-related business opportunities, expanded value chain considerations, and provided more detailed reasoning for impacts, risks, and opportunities (IROs).

Comparability of information and revised figures

Due to changes in material topics, certain disclosures reported in 2024 - such as ESRS S2 - are not included in 2025. Comparative information for these topics is therefore not provided, as adjustment is impracticable. For all topics that remain material, Etteplan ensures comparability across reporting periods in line with ESRS 1 principles.

No figures disclosed in 2024 have been revised in 2025. Therefore, no differences between previously reported and revised comparative figures are presented.

17

Our markets and customer groups

Etteplan serves a diverse range of industries and customer groups across multiple markets, primarily targeting industrial product companies and asset-intensive businesses seeking engineering, digitalization, and technical documentation solutions.

Key industries and customer groups include:

Manufacturing: Industrial machinery, automation, and production systems supported through design, development, and digitalization services.

Automotive: Embedded systems, software development, and technical documentation for vehicles and transport solutions, with an emphasis on connectivity, safety, and design services for the automotive sector.

Healthcare & Medical Devices: Safety-critical systems and compliance documentation for medical technology, ensuring adherence to regulatory standards.

Aerospace & Defense: Advanced engineering, embedded systems, and technical documentation for highly regulated industries requiring precision and safety.

Energy & Power Generation: Sustainable engineering solutions and technical support for renewable energy, smart grids, and efficiency optimization.

Geographical markets:

Etteplan operates primarily in Europe (Nordic countries, Central Europe), with a growing presence in Asia (China) and some operations in North America.

SUSTAINABILITY GOALS ACROSS ETTEPLAN’S BUSINESS MODEL (SBM-1_21)

Etteplan’s sustainability-related goals are fully integrated into our business model and apply across all major product and service groups, customer categories, geographical markets, and stakeholder relationships. These goals reflect our commitment to environmental, social, and governance priorities and are embedded in our three main service areas:

Engineering Solutions

Software and Embedded Solutions

Technical Communication and Data Solutions

Environmental goals

We aim to reduce Scope 1 and 2 greenhouse gas emissions by 42% by 2030 and increase the taxonomy eligibility of projects. These objectives are particularly relevant for Engineering Solutions and Software and Embedded Solutions service areas, supporting customers in industries such as Manufacturing, Energy and Power Generation, and Automotive, where resource efficiency and EU taxonomy compliance are critical.

Sustainability goal

Service area

Industries / Customer groups

Geographical area

Stakeholder relationships

Reduce Scope 1 & 2 emissions by 42% by 2030

All service areas

All industries

Global

Energy providers, suppliers, facility managers

Increase taxonomy eligibility of projects

Engineering Solutions

Manufacturing, Energy & Power Generation

Europe

Regulators, clients, industry associations

Achieve gender pay equality

All service areas

Internal workforce

Global

Employee representatives, HR

Equity & Inclusion Index ≥ 4/5

All service areas

Internal workforce

Global

Employee engagement, leadership

Increase number of women in company

Engineering Solutions, Software & Embedded Solutions

Internal workforce

Global

Universities, STEM networks

100% Code of Conduct implementation

All service areas

Internal workforce & clients

Global

Training providers, compliance officers

Zero corruption and bribery cases

All service areas

All industries

Global

Anti-corruption authorities, business partners

Our environmental goals apply across all Etteplan operations. Achieving these targets requires close collaboration with energy providers, suppliers, and regulatory authorities.

Social goals

Our social objectives include gender pay equality, improving the Etteplan Equity and Inclusion Index, and increasing the number of women in the company. These goals apply globally across all service areas and are supported through engagement with employees, leadership teams, and external networks, such as universities and STEM organizations.

Governance goals

We strive for 100% implementation of the Code of Conduct eLearning course and zero cases of corruption or bribery across all service areas and customer relationships worldwide. These goals are pursued through training programs, compliance monitoring, and cooperation with anti-corruption authorities and business partners.

A summary table illustrating the alignment of sustainability goals with business segments, customer groups, geographies, and stakeholder relationships will be included below.

22

Key markets and customer groups

Etteplan operates primarily in Europe (Nordic countries and Central Europe), with a growing presence in Asia (China) and some operations in North America. These markets are critical for achieving our sustainability objectives but present challenges such as:

varying regulatory requirements

global supplier engagement

EMBEDDING SUSTAINABILITY IN OUR STRATEGY AND VALUE CHAIN (SBM-1_23, SBM-1_25-28)

Through Etteplan’s business model and strategy, sustainability topics are integrated into all operations, ensuring long-term resilience and value creation. Below, we outline the key elements of our strategy, value chain, inputs, outputs, and outcomes in relation to sustainability matters.

Governance and ethical standards Strong governance supports trusted partnerships and bold thinking, reinforced by anti- corruption measures and full Code of Conduct implementation.

These elements guide resource allocation, innovation priorities, and market positioning, embedding sustainability in Etteplan’s long-term growth strategy.

Business model and value chain

Etteplan’s business model is built around three service areas:

Engineering Solutions

Software and Embedded Solutions

Technical Communication and Data Solutions

These services enable customers to improve sustainability, productivity, and digital transformation.

Sustainability considerations are embedded throughout the value chain, from supplier engagement on ethical practices to solutions that help customers meet regulatory and environmental goals.

Service area

ESRS sector

Industries / Customer groups

Alignment with goals

Gaps / Challenges

Engineering Solutions

Industrial Goods and Services

Manufacturing, Energy & Power Generation

Strong alignment with emissions reduction and taxonomy eligibility

Need to integrate circular economy principles

Software & Embedded Solutions

Technology

Automotive, Healthcare, Aerospace

High alignment with emissions reduction and customer sustainability goals

Cybersecurity and ethical AI considerations

Technical Communication & Data Solutions

Industrial Goods and Services – others

Healthcare, Aerospace, Automotive

Strong alignment with governance and compliance goals

Reduce environmental footprint of documentation

ASSESSMENT OF PRODUCTS, SERVICES, AND MARKETS IN RELATION TO SUSTAINABILITY GOALS (SBM-1_22)

Etteplan has conducted a comprehensive assessment of its significant products and services, as well as key markets and customer groups, in relation to its sustainability-related goals. This assessment ensures that our business activities align with our environmental, social, and governance objectives.

Scope of assessment

The review covers activities mapped to ESRS sectors:

Industrial Goods and Services

Technology

These service areas are considered significant because they either:

account for more than 10% of group revenue, or

are connected to material impacts, such as resource efficiency, regulatory compliance, and customer sustainability performance.

Strategic elements influencing sustainability

In 2025, Etteplan launched its new strategy, called Transformation with AI , marking a significant shift from the previous reporting period. This strategy strengthens sustainability integration and introduces AI-driven service solutions and global delivery models. Key elements include:

Empowering customer sustainability Our vision commits to delivering solutions that help customers enhance sustainability alongside productivity and digital transformation.

AI-Driven innovation for environmental impact We leverage AI and emerging technologies to improve resource efficiency, reduce emissions, and enable compliance with sustainability regulations.

Global delivery and market adaptation Expansion in Europe and Asia ensures alignment with diverse regulatory frameworks and sustainability expectations.

People-centric approach Our “Success with People” principle underlines commitment to diversity, equity, inclusion, and ethical practices across all operations.

Value chain overview

Suppliers

Etteplan

Customers

Suppliers of IT infrastructure, software tools, and subcontracted engineering resources, alongside partnerships with technology providers and universities.

Delivery of engineering, software, and technical communication services through global teams and AI-driven solutions.

Customers integrate our solutions into their products and processes, improving sustainability performance, compliance, and efficiency.

23

Inputs

Outputs

Shareholders: Inputs include financial performance data and strategic priorities, collected via reporting, investor meetings, and governance processes.

Suppliers: Inputs include capacity, quality standards, and sustainability practices, gathered through assessments, contractual requirements, and collaboration.

Internal processes: Workforce capabilities, technology resources, and innovation priorities are developed through strategic planning and continuous improvement programs.

Current benefits

Customers: Support in reaching sustainability targets and ESG compliance.

End-users and society: Access to reliable, sustainable products that reduce waste and pollution.

Investors: Confidence in long-term value creation through demand for sustainability-driven services.

Employees: Growth opportunities in a technology- driven, inclusive environment.

Expected future benefits

Customers: AI-powered solutions for predictive maintenance, circular economy practices, and improved sustainability reporting.

End-users and society: Greater environmental benefits through reduced emissions and resource efficiency.

Investors: Increased value through expansion in sustainability-oriented markets.

Employees: Continued investment in skills development and equity-focused culture.

Inputs and outputs

Etteplan gathers and secures inputs through structured engagement with upstream stakeholders and robust internal processes. Governance measures - such as data validation, confidentiality protocols, and compliance checks - ensure the integrity of inputs and alignment with sustainability objectives.

Etteplan’s outputs include engineering, software, and technical communication solutions that enable customers to achieve sustainability, productivity, and digital transformation goals. These outputs create outcomes that deliver benefits across the value chain.

Position in the value chain

Etteplan operates as a technology service provider within the industrial value chain, primarily in the design, engineering, and digitalization stages of the product life cycle.

Upstream

Company

Downstream

Suppliers

Suppliers

Partners

Shareholders

Workers in the value chain

Customers

Customers

Etteplan

Board of Directors

Personnel

End users, society

Investors

Media

Students

Universities

Industry organizations

Authorities

NGO’s

Upstream: Inputs from suppliers include IT infrastructure, software tools, and specialized engineering resources. Partnerships with technology providers and universities support innovation and skills development.

Company: Global delivery of engineering, software, and technical communication services, shaped by digitalization and the green transition.

Downstream: Customers integrate our solutions into their products and processes, improving energy efficiency, reducing environmental impacts, and meeting regulatory requirements. End-users and society benefit from safer, more sustainable products. Cybersecurity and data protection are integral to ensuring trust and resilience across the value chain.

24

List of datapoints in cross-cutting and topical standards that derive from other EU legislation

Disclosure Requirement and related datapoint

SFDR ( 23 ) reference 1

Pillar 3 ( 24 ) reference 2

Benchmark Regulation ( 25 ) reference 3

EU Climate Law ( 26 ) 4  reference

Material topic

ESRS 2 GOV-1 Board's gender diversity paragraph 21 (d)

Indicator number 13 of Table #1 of Annex 1

Commission Delegated Regulation (EU) 2020/1816 ( 27 ) , Annex II

Is material topic

ESRS 2 GOV-1 Percentage of board members who are independent paragraph 21 (e)

Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS 2 GOV-4 Statement on due diligence paragraph 30

Indicator number 10 Table #3 of Annex 1

Is material topic

ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities paragraph 40 (d) i

Indicators number 4 Table #1 of Annex 1

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 ( 28 ) Table 1: Qualitative information on Environmental risk and Table 2: Qualitative information on Social risk

Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS 2 SBM-1 Involvement in activities related to chemical production paragraph 40 (d) ii

Indicator number 9 Table #2 of Annex 1

Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS 2 SBM-1 Involvement in activities related to controversial weapons paragraph 40 (d) iii

Indicator number 14 Table #1 of Annex 1

Delegated Regulation (EU) 2020/1818 ( 29 ) , Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv

Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS E1-1 Transition plan to reach climate neutrality by 2050 paragraph 14

Regulation (EU) 2021/1119, Article 2(1)

Is material topic

ESRS E1-1 Undertakings excluded from Paris- aligned Benchmarks paragraph 16 (g)

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book- Climate Change transition risk: Credit quality of exposures by sector, emissions and residual maturity

Delegated Regulation (EU) 2020/1818, Article12.1 (d) to (g), and Article 12.2

Is material topic

28

Disclosure Requirement and related datapoint

SFDR ( 23 ) reference 1

Pillar 3 ( 24 ) reference 2

Benchmark Regulation ( 25 ) reference 3

EU Climate Law ( 26 ) 4  reference

Material topic

ESRS E1-4 GHG emission reduction targets paragraph 34

Indicator number 4 Table #2 of Annex 1

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics

Delegated Regulation (EU) 2020/1818, Article 6

Is material topic

ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) paragraph 38

Indicator number 5 Table #1 and Indicator n. 5 Table #2 of Annex 1

Is material topic

ESRS E1-5 Energy consumption and mix paragraph 37

Indicator number 5 Table #1 of Annex 1

Is material topic

ESRS E1-5 Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43

Indicator number 6 Table #1 of Annex 1

Is material topic

ESRS E1-6 Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44

Indicators number 1 and 2 Table #1 of Annex 1

Article 449a; Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, emissions and residual maturity

Delegated Regulation (EU) 2020/1818, Article 5(1), 6 and 8(1)

Is material topic

ESRS E1-6 Gross GHG emissions intensity paragraphs 53 to 55

Indicators number 3 Table #1 of Annex 1

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics

Delegated Regulation (EU) 2020/1818, Article 8(1)

Is material topic

ESRS E1-7 GHG removals and carbon credits paragraph 56

Regulation (EU) 2021/1119, Article 2(1)

ESRS E1-9 Exposure of the benchmark portfolio to climate- related physical risks paragraph 66

Delegated Regulation (EU) 2020/1818, Annex II Delegated Regulation (EU) 2020/1816, Annex II

ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) ESRS E1-9 Location of significant assets at material physical risk paragraph 66 (c).

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraphs 46 and 47; Template 5: Banking book - Climate change physical risk: Exposures subject to physical risk.

ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c).

Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraph 34;Template 2:Banking book -Climate change transition risk: Loans collateralised by immovable property - Energy efficiency of the collateral

29

Disclosure Requirement and related datapoint

SFDR ( 23 ) reference 1

Pillar 3 ( 24 ) reference 2

Benchmark Regulation ( 25 ) reference 3

EU Climate Law ( 26 ) 4  reference

Material topic

ESRS E1-9 Degree of exposure of the portfolio to climate- related opportunities paragraph 69

Delegated Regulation (EU) 2020/1818, Annex II

ESRS E2-4 Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil, paragraph 28

Indicator number 8 Table #1 of Annex 1 Indicator number 2 Table #2 of Annex 1 Indicator number 1 Table #2 of Annex 1 Indicator number 3 Table #2 of Annex 1

ESRS E3-1 Water and marine resources paragraph 9

Indicator number 7 Table #2 of Annex 1

ESRS E3-1 Dedicated policy paragraph 13

Indicator number 8 Table 2 of Annex 1

ESRS E3-1 Sustainable oceans and seas paragraph 14

Indicator number 12 Table #2 of Annex 1

ESRS E3-4 Total water recycled and reused paragraph 28 (c)

Indicator number 6.2 Table #2 of Annex 1

ESRS E3-4 Total water consumption in m 3  per net revenue on own operations paragraph 29

Indicator number 6.1 Table #2 of Annex 1

ESRS 2- SBM 3 - E4 paragraph 16 (a) i

Indicator number 7 Table #1 of Annex 1

ESRS 2- SBM 3 - E4 paragraph 16 (b)

Indicator number 10 Table #2 of Annex 1

ESRS 2- SBM 3 - E4 paragraph 16 (c)

Indicator number 14 Table #2 of Annex 1

ESRS E4-2 Sustainable land / agriculture practices or policies paragraph 24 (b)

Indicator number 11 Table #2 of Annex 1

ESRS E4-2 Sustainable oceans / seas practices or policies paragraph 24 (c)

Indicator number 12 Table #2 of Annex 1

ESRS E4-2 Policies to address deforestation paragraph 24 (d)

Indicator number 15 Table #2 of Annex 1

ESRS E5-5 Non-recycled waste paragraph 37 (d)

Indicator number 13 Table #2 of Annex 1

ESRS E5-5

Hazardous waste and radioactive waste paragraph 39

Indicator number 9 Table #1 of Annex 1

ESRS 2- SBM3 - S1 Risk of incidents of forced labour paragraph 14 (f)

Indicator number 13 Table #3 of Annex I

Is material topic

ESRS 2- SBM3 - S1 Risk of incidents of child labour paragraph 14 (g)

Indicator number 12 Table #3 of Annex I

Is material topic

ESRS S1-1 Human rights policy commitments paragraph 20

Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex I

Is material topic

30

Disclosure Requirement and related datapoint

SFDR ( 23 ) reference 1

Pillar 3 ( 24 ) reference 2

Benchmark Regulation ( 25 ) reference 3

EU Climate Law ( 26 ) 4  reference

Material topic

ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 21

Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS S1-1 processes and measures for preventing trafficking in human beings paragraph 22

Indicator number 11 Table #3 of Annex I

Is material topic

ESRS S1-1 workplace accident prevention policy or management system paragraph 23

Indicator number 1 Table #3 of Annex I

Is material topic

ESRS S1-3 grievance/complaints handling mechanisms paragraph 32 (c)

Indicator number 5 Table #3 of Annex I

Is material topic

ESRS S1-14 Number of fatalities and number and rate of work- related accidents paragraph 88 (b) and (c)

Indicator number 2 Table #3 of Annex I

Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e)

Indicator number 3 Table #3 of Annex I

Is material topic

ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a)

Indicator number 12 Table #1 of Annex I

Delegated Regulation (EU) 2020/1816, Annex II

Is material topic

ESRS S1-16 Excessive CEO pay ratio paragraph 97 (b)

Indicator number 8 Table #3 of Annex I

Is material topic

ESRS S1-17 Incidents of discrimination paragraph 103 (a)

Indicator number 7 Table #3 of Annex I

Is material topic

ESRS S1-17 Non-respect of UNGPs on Business and Human Rights and OECD Guidelines paragraph 104 (a)

Indicator number 10 Table #1 and Indicator n. 14 Table #3 of Annex I

Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Art 12 (1)

Is material topic

ESRS 2- SBM3 – S2 Significant risk of child labour or forced labour in the value chain paragraph 11 (b)

Indicators number 12 and n. 13 Table #3 of Annex I

ESRS S2-1 Human rights policy commitments paragraph 17

Indicator number 9 Table #3 and Indicator n. 11 Table #1 of Annex 1

ESRS S2-1 Policies related to value chain workers paragraph 18

Indicator number 11 and n. 4 Table #3 of Annex 1

ESRS S2-1 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines paragraph 19

Indicator number 10 Table #1 of Annex 1

Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1)

ESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 19

Delegated Regulation (EU) 2020/1816, Annex II

31

Disclosure Requirement and related datapoint

SFDR ( 23 ) reference 1

Pillar 3 ( 24 ) reference 2

Benchmark Regulation ( 25 ) reference 3

EU Climate Law ( 26 ) 4  reference

Material topic

ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain paragraph 36

Indicator number 14 Table #3 of Annex 1

ESRS S3-1 Human rights policy commitments paragraph 16

Indicator number 9 Table #3 of Annex 1 and Indicator number 11 Table #1 of Annex 1

ESRS S3-1 Non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines paragraph 17

Indicator number 10 Table #1 Annex 1

Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1)

ESRS S3-4 Human rights issues and incidents paragraph 36

Indicator number 14 Table #3 of Annex 1

ESRS S4-1 Policies related to consumers and end-users paragraph 16

Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1

ESRS S4-1 Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17

Indicator number 10 Table #1 of Annex 1

Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1)

ESRS S4-4 Human rights issues and incidents paragraph 35

Indicator number 14 Table #3 of Annex 1

ESRS G1-1 United Nations Convention against Corruption paragraph 10 (b)

Indicator number 15 Table #3 of Annex 1

Is material topic

ESRS G1-1 Protection of whistle- blowers paragraph 10 (d)

Indicator number 6 Table #3 of Annex 1

Is material topic

ESRS G1-4 Fines for violation of anti-corruption and anti- bribery laws paragraph 24 (a)

Indicator number 17 Table #3 of Annex 1

Delegated Regulation (EU) 2020/1816, Annex II)

Is material topic

ESRS G1-4 Standards of anti-corruption and anti- bribery paragraph 24 (b)

Indicator number 16 Table #3 of Annex 1

Is material topic

1 (23) Regulation (EU) 2019/2088 of the European Parliament and of the Council of 27 November 2019 on sustainability-related disclosures in the financial services sector (Sustainable Finance Disclosures Regulation) (OJ L 317, 9.12.2019, p. 1).

2 (24) Regulation (EU) No 575/2013 of the European Parliament and of the Council of 26 June 2013 on prudential requirements for credit institutions and investment firms and amending Regulation (EU) No 648/2012 (Capital Requirements Regulation “CRR”) ( OJ L 176, 27.6.2013, p. 1 ).

3 (25) Regulation (EU) 2016/1011 of the European Parliament and of the Council of 8 June 2016 on indices used as benchmarks in financial instruments and financial contracts or to measure the performance of investment funds and amending Directives 2008/48/EC and 2014/17/EU and Regulation (EU) No 596/2014 (OJ L 171, 29.6.2016, p. 1).

4 (26) Regulation (EU) 2021/1119 of the European Parliament and of the Council of 30 June 2021 establishing the framework for achieving climate neutrality and amending Regulations (EC) No 401/2009 and (EU) 2018/1999 (‘European Climate Law’) (OJ L 243, 9.7.2021, p. 1).

32

Climate change mitigation

Climate change adaptation

Sustainable use and protection of water and marine resources

Transition to a circular economy

Pollution prevention and control

Protection and restoration of biodiversity and ecosystems

Eu taxonomy-eligibility and alignment

The first phase of EU Taxonomy reporting involves assessing which of the company’s economic activities correspond to the activities described in the taxonomy, meaning they are taxonomy-eligible. Then, the taxonomy-aligned portion of eligible business activities is determined, which meets the criteria set out in the Taxonomy Regulation for environmentally sustainable activities.

The economic activity is taxonomy-aligned when it meets the following three criteria:

1. Substantial contribution – the activity makes a substantial contribution to at least one of the six environmental objectives defined in the EU Taxonomy Regulation. In accordance with the Regulation, the European Commission has established a list of environmentally sustainable activities and defined the technical screening criteria (TSC) for each type of substantial contribution in delegated acts.

is therefore minimal. The company’s most significant environmental contribution and potential to mitigate climate change stem from developing its customers’ businesses and solutions.

In the 2025, EU Taxonomy alignment was assessed for all six environmental objectives, consistent with the previous year. For the 2025 EU Taxonomy reporting, the eligibility assessment was built on the analysis performed in the prior year and further refined. Both eligibility and alignment were evaluated at the planning level and at the business unit level, covering all relevant business activities.

These activities were reviewed against the applicable Technical Screening Criteria (TSC) and Do No Significant Harm (DNSH) criteria for each environmental objective. As a result of this more detailed review, one economic activity that had previously been classified as eligible was removed from the eligible scope. In addition, the assessment of Minimum Social Safeguards (MSS) was updated on the basis of a new human rights due diligence (HRDD) process completed in 2025, ensuring continued adherence to the MSS requirements.

The purpose of the overall process was to determine taxonomy eligibility and alignment and to compile evidence of the significance of Etteplan’s impacts. The assessment was coordinated by a working group comprising the director and expert responsible for sustainability, a financial management expert, the

2. Do no significant harm (DNSH) – The activity does not significantly harm any of the other environmental objectives. This condition ensures that progress toward one goal, such as climate change mitigation, does not come at the expense of another, like biodiversity protection or pollution prevention.

3. Minimum social safeguards (MSS) – The activity is considered sustainable only if it also respects human rights and workers’ rights and meet the criteria for minimum social safeguards. In practice, these criteria refer to certain international agreements, such as the OECD Guidelines for Multinational Enterprises and the UN Guiding Principles on Business and Human Rights.

Reporting requirements for the financial year 2025

EU Taxonomy is considered an important tool for demonstrating the sustainability of Etteplan’s operations, as a significant share of the company’s revenue is linked to Taxonomy eligible and Taxonomy aligned activities. In line with this strategic importance and the company’s strong commitment to sustainability, Etteplan has decided to continue its EU Taxonomy reporting on a voluntary basis. In the 2025 Taxonomy reporting, we apply the Delegated Regulation (EU) 2026/73.

Etteplan’s approach to eu taxonomy reporting

Etteplan’s own operations generate only limited direct emissions, and the associated negative climate impact

director and expert responsible for services, and an external consultant.

As sustainability legislation continues to evolve, Etteplan will actively follow regulatory developments and update its practices accordingly. The company is committed to ensuring that future reporting requirements are met as efficiently and accurately as possible.

Etteplan’s eligible and aligned activities under eu taxonomy

For climate change related objectives, Etteplan has taxonomy-eligible activities that fall under the technical screening criteria as follows:

Climate change mitigation: 9.1 Close to market research, development, and innovation 9.3 Professional services related to energy performance of buildings

Climate change adaptation: 8.2 Computer programming, consultancy and related activities 9.2 Close to market research, development, and innovation

Etteplan’s taxonomy-aligned activities for climate change mitigation under 9.1 and 9.3 include embedded services, testing services, technical documentation, and some mechanical design functions, electrical and automation design, and plant design.

35

Etteplan’s taxonomy-eligible activities under climate change adaptation 8.2 and taxonomy aligned activities under climate change adaptation 9.2 includes cloud and software development services, environmental impact consulting, and technical, electrical and automation design services. These actions include research, applied research, and the development of products and services that aim to reduce greenhouse gas emissions in solutions, processes, technologies and business models or adapt them on climate change.

For other environmental objectives, Etteplan has taxonomy-eligible activities that fall under the technical screening criteria as follows:

Sustainable use and protection of water and marine resources: 4.1 Provision of IT/OT data-driven solutions

Transition to a circular economy: 4.1 Provision of IT/OT data-driven solutions

Etteplan’s taxonomy-aligned activity in the sustainable use and protection of water and marine resources 4.1 include IT software services for the management of water supply assets. Etteplan’s taxonomy-aligned activities in the transition to a circular economy 4.1 includes IT software services and process automation solutions for various circular economy projects.

Minimum social safeguards

Minimum Social Safeguards (MSS) are a core element of the EU Taxonomy Regulation designed to ensure

dedicated to adaptation to climate change” under climate change adaptation was removed from Etteplan’s list of eligible activities. Etteplan concluded that its LCA services do not fully correspond to the description of this activity. Although LCA services have an indirect link to climate change adaptation, they do not clearly contribute to this environmental objective, and as such, Etteplan has decided to remove this activity from the eligibility list.

Accounting policy for key performance indicators for eu taxonomy

Taxonomy-eligible and taxonomy-aligned turnover, capital expenditures and operating expenditures are counted only once, even if an activity meets the criteria of several taxonomy categories. Etteplan’s service-level calculation methodology ensures that each revenue, capital expenditure or operating expenditure item is allocated to only one taxonomy category. Non-financial undertakings must also disclose, for each environmental objective, the extent to which their economic activities are taxonomy-eligible and taxonomy-aligned when the activities contribute to several environmental objectives.

KPI related to turnover (Turnover)

Taxonomy-eligible and taxonomy-aligned turnover is calculated as a proportion of Etteplan’s total turnover. The numerator reflects the estimated turnover from taxonomy-eligible and taxonomy-

that economic activities labelled as environmentally sustainable also meet basic social and governance standards. The Taxonomy anchors MSS in internationally recognised standards for responsible business conduct.

In practical terms, this means that the Minimum social safeguards cover four main areas: Human rights, actions against bribery, corruption, and extortion, proper and transparent treatment of taxation and fair competition.

Etteplan conducted a thorough human right due diligence process development exercise during 2024-2025. In this project, preventive measures include training on human rights risks and human rights risk analysis were thoroughly examined. The exercise followed the six-step UNGP/OECD model and was assessed from both process and performance perspectives. Etteplan’s country organizations were all involved in the process.

Etteplan is committed to operate in line with OECD Guidelines for Multinational Enterprises, UN Guiding Principles on Business and Human Rights (UNGPs), The eight ILO core conventions on fundamental principles and rights at work and The International Bill of Human Rights.

Changes compared to the previous reporting period

Upon review, the economic activity “9.1 Engineering activities and related technical consultancy

aligned products and services, while the denominator is the total turnover from Etteplan’s 2025 financial statements. This aligned turnover was estimated at the service level and includes only sales to external customers. Etteplan’s taxonomy-aligned turnover is 51.6%.

KPI related to capital expenditure (CapEx)

Taxonomy-eligible and taxonomy-aligned capital expenditure (CapEx) is calculated as a proportion of Etteplan’s total CapEx. The numerator includes CapEx linked to eligible and aligned economic activities, while the denominator covers all capital expenditures. The eligible and aligned CapEx encompass acquisitions, property improvements, and research and development projects, all of which support the transition to a low-carbon economy across the value chain. Of these, 43.6% Taxonomy-aligned.

KPI related to operating expenditure (OpEx)

Under the EU Taxonomy Regulation, operational expenditures (OpEx) comprise direct non-capitalized costs such as research and development (R&D), short- term leases, maintenance and repairs, and other direct spending required to maintain property, plant, and equipment in working order.

Etteplan has found that, per the Taxonomy definition, it did not have financially material OpEx during the reporting period. The Omnibus package enables companies to opt out of OpEx KPI reporting when deemed immaterial, and as such, Etteplan will not disclose an OpEx KPI for 2025.

36

Breakdown by environmental activities of Taxonomy aligned activities

Total

Proportion of Taxonomy Eligible Activities

Taxonomy aligned activities

Proportion of Taxonomy aligned activities

Climate change mitigation

Climate change adaptation

Water

Circular economy

Pollution

Biodiversity

Proportion of enabling activities

Proportion of transitional activities

Not assessed activities considered non-material

Taxonomy aligned activities of previous financial year

Proportion of Taxonomy aligned activities of previous financial year

2025

kEUR

%

kEUR

%

%

%

%

%

%

%

%

%

%

kEUR

%

Turnover

361,417

52%

186,435.34

52%

39.59%

10.13%

0.46%

1.41%

0%

0%

43.51%

0%

0%

179,808.00

49.80%

Capex

28,696.40

44%

12,514.81

44%

37.89%

4.74%

0.11%

0.87%

0.00%

0.00%

40.49%

0%

0%

21,440.00

73.40%

Opex

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

37

Proportion of turnover from products or services associated with Taxonomy-aligned economic activities – disclosure covering year 2025

2025

Taxonomy aligned activities

Breakdown by environmental objective of Taxonomy aligned activities

Category

Taxonomy eligible activities

Economic activities

Code

Taxonomy aligned KPI (monetary value of Turnover)

Taxonomy aligned KPI (Proportion of Taxonomy aligned Turnover)

Climate change mitigation

Climate change adaptation

Water

Circular economy

Pollution

Biodiversity

Enabling

Transitional

Taxonomy eligible KPI (Proportion of Taxonomy eligible Turnover)

Proportion of Taxonomy aligned in taxonomy eligible

kEUR

%

%

%

%

%

%

%

E

T

%

%

Close to market research, development, and innovation

CCM 9.1, CCA 9.2

148,912.82

41.2%

41.2%

2.1%

0.0%

0.0%

0.0%

0.0%

E

41.2%

100.0%

Professional services related to energy performance of buildings

CCM 9.3

1,621.66

0.4%

0.4%

0.0%

0.0%

0.0%

0.0%

0.0%

E

0.4%

100.0%

Computer programming, consultancy and related activities

CCA 8.2

29,172.37

8.1%

0.0%

0.0%

0.0%

0.0%

0.0%

0.0%

8.1%

100.0%

Provision of IT/OT data-driven solutions

WAT 4.1, CE 4.1

6,728.50

1.9%

0.0%

0.0%

0.5%

1.4%

0.0%

0.0%

E

1.9%

100.0%

Sum of alignment per objective

41.7%

2.1%

0.5%

1.4%

0.0%

0.0%

Total KPI (Turnover)

186,435.34

51.6%

41.7%

2.1%

0.5%

1.4%

0.0%

0.0%

51.6%

100.0%

38

Proportion of CapEx from products or services associated with Taxonomy-aligned economic activities – disclosure covering year 2025

2025

Taxonomy aligned activities

Breakdown by environmental objective of Taxonomy aligned activities

Category

Taxonomy eligible activities

Economic activities

Code

Taxonomy aligned KPI (monetary value of CapEx)

Taxonomy aligned KPI (Proportion of Taxonomy aligned CapEx)

Climate change mitigation

Climate change adaptation

Water

Circular economy

Pollution

Biodiversity

Enabling

Transitional

Taxonomy eligible KPI (Proportion of Taxonomy eligible CapEx)

Proportion of Taxonomy aligned in taxonomy eligible

kEUR

%

%

%

%

%

%

%

E

T

%

%

Close to market research, development, and innovation

CCM 9.1, CCA 9.2

11,234.17

39.1%

37.5%

1.6%

0.0%

0.0%

0.0%

0.0%

E

39.1%

100.0%

Professional services related to energy performance of buildings

CCM 9.3

102.77

0.4%

0.4%

0.0%

0.0%

0.0%

0.0%

0.0%

E

0.4%

100.0%

Computer programming, consultancy and related activities

CCA 8.2

896.94

3.1%

0.0%

3.1%

0.0%

0.0%

0.0%

0.0%

3.1%

100.0%

Provision of IT/OT data-driven solutions

WAT 4.1, CE 4.1

280.94

1.0%

0.0%

0.0%

0.1%

0.9%

0.0%

0.0%

E

1.0%

100.0%

Sum of alignment per objective

37.9%

4.7%

0.1%

0.9%

0.0%

0.0%

Total KPI (CapEx)

12,514.81

43.6%

43.6%

100.0%

39

Resilience analysis and key findings

The resilience analysis covered Etteplan’s entire value chain at a high level, including its own operations, upstream service purchases, and downstream service delivery across eight operating countries and 93 office locations. No material risks were excluded. Scenario analysis applied internationally recognized frameworks (IPCC SSPs and NGFS), using SSP1-2.6 and SSP5-8.5 for physical risks and RCP 1.9 and 2.6 for transition risks. Time horizons applied were short- term (<1 year), medium-term (1–5 years), and long- term (>5 years), aligned with business planning cycles. Key drivers considered included policy assumptions,

macroeconomic trends, energy mix, and technology deployment.

The resilience analysis was conducted in October 2025 by a cross-functional working group, supported by external tools and expert judgment. It was qualitative and scenario-based, designed to meet CSRD and EU Taxonomy requirements. Inputs included country-level climate data mapped to office locations and employee distribution. Constraints included the absence of geospatial coordinates, though location-specific hazard profiles were incorporated.

Results show that under the low-emissions scenario, transition risks are high due to regulatory pressure and stakeholder expectations, but these risks also present opportunities for Etteplan to expand climate-smart services. Under the high-emissions scenario, physical risks dominate, particularly acute hazards, while chronic risks require deeper integration into long-term planning. Etteplan demonstrates strong operational resilience in the short to medium term and strategic alignment with Net Zero 2050 ambitions.

Ability to adapt and future integration

Etteplan’s ability to adapt its strategy and business model to climate change is supported by operational flexibility, digital infrastructure, and a service-based model. Short-term adaptability includes remote work protocols and IT redundancies; medium-term adaptability focuses on portfolio evolution toward low-carbon engineering and sustainability consulting; and long-term adaptability aligns with Net Zero 2050 targets and Science Based Targets initiative (SBTi). The company’s proactive approach to sustainability supports access to finance and positions it to benefit from climate-related opportunities.

Etteplan plans to integrate climate risk analysis into its Enterprise Risk Management (ERM) framework in future cycles, ensuring that climate-related risks and opportunities remain embedded in strategic and operational decision-making.

Table E1.SBM-3 01 Type of climate-related risk

Type of risk

Description

Examples

Severity

Time horizon

Scenario context

Physical risks

Acute and chronic climate hazards impacting operations, employees, and offices.

Acute: Heat waves, floods, storms, cyclones

Chronic: Temperature variability, water stress, coastal erosion

High

Short, Medium, Long-term

SSP1-2.6 (low emissions)

SSP5-8.5 (high emissions)

Transition risks

Risks from regulatory, technological, market, and reputational changes.

Regulatory: Emissions reporting, compliance

Technological: Innovation needs

Market/Reputation: Changing expectations

Cybersecurity: Linked to digital transformation

High

Short, Medium, Long-term

Net Zero 2050

RCP 1.9

42

accordance with the Greenhouse Gas Protocol using the market-based method.

The baseline reflects available activity data at the time, including significant value chain emissions such as business travel and purchased goods and services. Energy consumption has remained consistent across 2023–2025 compared to 2022, supporting the general representativeness of the baseline. Etteplan continues to enhance the scope and coverage of its GHG accounting to improve accuracy and completeness over time.

Etteplan’s baseline year for GHG emission reduction targets remains 2022, as no significant changes have occurred in the targets or reporting boundaries. Maintaining the original baseline supports consistency in tracking progress over time and aligns with ESRS guidance, which recommends changes only when material shifts take place.

If significant changes to the targets or reporting boundaries arise in the future, Etteplan will disclose how any new baseline value affects the revised targets, their achievement, and the presentation of progress.

Any new targets will be based on a recent year, selected within three years prior to the start of the new target period, in line with ESRS requirements.

Science-based alignment

Targets are aligned with the Science Based Targets initiative (SBTi) and compatible with limiting global warming to 1.5°C. They were developed using the Greenhouse Gas Protocol and sectoral decarbonization pathways.

In setting these targets, Etteplan considered critical future developments, including changes in sales volumes, evolving customer preferences, regulatory shifts, and emerging technologies. These factors were assessed for their potential impact on both emissions and reduction potential. Reference target values aligned with a 1.5°C pathway have been calculated for Scope 1 and 2, and separately for Scope 3, to enable comparison over the target period. Targets have not been externally assured.

Decarbonization levers and contributions

Etteplan’s strategy focuses on:

Energy efficiency improvements in facilities and operations.

Transition to renewable energy sources.

Reduction of emissions from business travel.

Supplier engagement to lower Scope 3 emissions.

Scenario analysis and internal workshops informed the prioritization of these levers based on emission reduction potential and cost-effectiveness.

Table E1-4_02-17 - GHG Emissions data

Baseline year 2022

2030 target

Category and decarbonisation

CO 2 -eq

CO 2 -eq

%

Total Greenhouse Gas Emission Reduction

14,427.6

-6,059.6

42%

Scope 1 Greenhouse Gas Emission Reduction

140.3

-58.9

42%

- Electrification of vehicles (M1)

-

-58.9

42%

Scope 2 Greenhouse Gas Emission Reduction

632.4

-265.6

42%

- Transition to nuclear and green energy (M2)

-

-229.0

36%

- Energy efficiency and consumption reduction (M3)

-

-36.6

6%

Scope 3 Greenhouse Gas Emission Reduction

13,654.9

-5,735.1

42%

- Emission based selection of purchased goods (M4)

-

-241

2%

- Emission based selection of purchased goods (M5)

-

-4,270

31%

- Promotion of low carbon business travel (M6)

-

-60

1%

- Promotion of remote work and green commuting (M7)

-

-1,106

8%

Consistency and baseline

Targets are gross (excluding removals, credits, and avoided emissions) and consistent with GHG inventory boundaries. Targets exclude GHG removals, carbon credits, and avoided emissions, in line with ESRS E1-6 requirements. The baseline year (2022) reflects all relevant emission sources and remains unchanged to ensure comparability over time.

Etteplan’s baseline year for GHG emission reduction targets is 2022. The baseline value includes all relevant emission sources from Etteplan Finland Oy and Etteplan Sweden AB, based on a GHG inventory conducted in

46

Table: E1-6 - Greenhouse Gas Emissions Overview: Scopes 1, 2, 3 and Total

Retrospective

Milestones and target years

Base year 2022 tCO 2 -eq

Comparative 2024 t CO 2 -eq

Reporting year

2025 tCO 2 e

Change

% (N/N-1)

2025

2030

(2050)

Annual %-target / Base year

Scope 1 GHG emissions

Gross Scope 1 GHG emissions (tCO 2 eq)

140.3

362.3

415.3

15%

-

42%

-

5.25%

Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%)

0.0

0.0

0.0

0.0

Scope 2 GHG emissions

Gross location-based Scope 2 GHG emissions (tCO 2 eq)

N/A

781.9

795.8

2%

-

-

-

5.25%

Gross market-based Scope 2 GHG emissions (tCO 2 eq)

632.4

1,094.6

1,564.6

43%

-

42%

-

5.25%

Significant Scope 3 GHG emissions

Total Gross indirect (Scope 3) GHG emissions (tCO 2 eq)

13,654.9

14,357.3

10,946.3

-23%

-

42%

-

5.25%

1 Purchased goods and services

9,908.7

8,545.6

6,235.9

-27%

-

-

2 Capital goods

N/A

N/A

N/A

N/A

-

-

3 Fuel and energy-related activities

194.0

374.9

345.3

-8%

-

-

4 Upstream transportation and distribution

N/A

14.8

3.4

-77%

-

-

5 Waste generated in operations

42.4

243.7

3.8

-98%

-

-

6 Business traveling

879.1

1,525.6

1,095.3

-28%

-

-

7 Employee commuting

2,630.8

2,791.4

2,990.8

7%

-

-

8 Upstream leased assets

N/A

N/A

N/A

N/A

-

-

9 Downstream transportations

N/A

0.1

0.0

-100%

-

-

10 Processing of sold products

N/A

N/A

N/A

N/A

-

-

11 Use of sold products

N/A

743.2

271.7

-63%

-

-

12 End-of-life treatment of sold products

N/A

0.9

0.05

-94%

-

-

13 Downstream leased assets

N/A

N/A

N/A

N/A

-

-

14 Franchises

N/A

N/A

N/A

N/A

-

-

15 Investments

N/A

N/A

N/A

N/A

-

-

-

Total GHG emissions (location-based) (tCO 2 eq)

N/A

15,476.4

12,157.4

-21%

-

-

-

5.25%

Total GHG emissions (market-based) (tCO 2 eq)

14,427.6

15,697.0

12,926.2

-18%

-

42%

-

5.25%

49

Table: GHG Emissions by Scope and Country (E1-6_03)

Metric tonnes of CO 2 eq

Finland

Sweden

Poland*

Germany*

Netherlands*

Gross Scope 1 GHG emissions

415.3

61.4

16.3

51.7

235.5

50.5

Gross Scope 2 GHG emissions (market-based)

1,564.6

565.9

120.7

120.8

636.8

120.5

Gross Scope 3 GHG emissions

10,946.3

7,213.6

2,554.4

78.2

882.1

218.0

Total GHG emissions

12,926.2

7,840.8

2,691.4

250.7

1,754.3

389.0

* Only Scope 3 categories 3 and 7 included.

CHANGES IN REPORTING SCOPE AND YEAR-ON-YEAR COMPARABILITY (E1-6_14)

There have been no significant changes to Etteplan’s value chain definition. However, as we continuously develop our data collection processes and calculation methodologies, the reported carbon footprint results are not fully comparable year-on- year.

In 2025, the Scope 3 category for employee commuting was added for Germany, Poland, and the Netherlands. Compared to the base year 2022, four new Scope 3 categories have been included: upstream and downstream transportation, end- of-life treatment of sold products, and use of sold products.

Additionally, the 2024 carbon footprint of the value chain covered only Etteplan Finland and Sweden operations. These additions affect the comparability of results. Our intention is to gradually expand the calculation to cover the entire organization and, in the future, update the baseline to reflect the full organizational scope.

METHODOLOGIES, ASSUMPTIONS, AND EMISSION FACTORS USED IN GHG CALCULATIONS (E1-6_15)

Etteplan calculates greenhouse gas emissions in line with the GHG Protocol Corporate Standard and the GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard, applying the operational control approach. While the calculation boundary currently excludes some subsidiaries and

entities due to incomplete system integrations and limited data availability, the scope will be gradually expanded to cover the entire organization. Once this is achieved, the baseline will be updated to reflect the full organizational footprint.

For the 2025 inventory, data collection covered January to October. The remaining two months were estimated by extrapolating available data to complete the calendar year. Primary data was prioritized wherever possible, sourced from internal systems, external systems, and departmental surveys. Where primary data was unavailable, estimates were based on credible literature sources.

Emission factors were selected to represent the technological and geographical characteristics of Etteplan’s operations. These factors were sourced from recognized databases, including Statistics Finland, DEFRA, EXIOBASE v.3.8.2, Association of Issuing Bodies (AIB), EU Joint Research Centre, and VTT Technical Research Centre of Finland Ltd.

Scope-specific approaches were applied:

Scope 1: For leased vehicles, primary emission data was used when available. Otherwise, calculations were based on contracted or driven kilometers using WLTP-specific or generic fuel-type factors. Emissions from electric vehicles were allocated to Scope 2.

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Scope 2: Calculations relied on primary energy consumption data where available. In the absence of such data, office floor area and average consumption figures per square meter were applied. For market-based calculations, country-specific residual mix was used when certified electricity was not available. Location- based calculations applied average country- specific production mix. Similar principles were applied to heating, using certified heat factors where applicable and local district heating factors otherwise. Country-specific tools such as Finnish Energy’s district heat calculator and Lokala miljövärden by Energi företagen Sweden supported these calculations.

Scope 3: Methodologies for Scope 3 categories are detailed in section E1-6_29.

SIGNIFICANT EVENTS AND BIOGENIC EMISSIONS (E1-6_16-17)

Currently, no significant events or changes in circumstances relevant to Etteplan’s greenhouse gas emissions have been identified between the reporting dates of entities in our value chain and the date of Etteplan’s general purpose financial statements.

In 2025, Etteplan estimated biogenic CO 2 emissions for the first time within its own operations (Scope 1). These emissions originate from the combustion of biofuels in company-leased vehicles. Reliable estimation was possible only where fuel data was

Data availability posed a challenge in 2025. Primary data on the type of energy used was not available for all Etteplan offices, and some energy data remained incomplete. Etteplan is committed to improving the tracking and reporting of energy consumption and related contractual instruments to ensure more comprehensive disclosures in future reporting periods.

BIOGENIC EMISSIONS IN SCOPE 2 ENERGY USE (E1-6_24)

In 2025, Etteplan estimated biogenic CO 2 emissions for the first time within Scope 2 energy use. These emissions originate from the combustion of biofuels in energy production. When certified electricity (renewable or nuclear) was not in use, market- based biogenic emissions were calculated using the fuel mix in the country-specific residual grid mix. For district heating, estimates were based on contractual instrument-specific fuel mixes or, in the absence of certification, on country or location- specific fuel mixes.

Calculated biogenic emissions in Scope 2 amounted to 653.4 tCO 2 e. It should be noted that some energy consumption figures rely on estimates, introducing a degree of uncertainty to the reported result.

available, meaning the reported figure likely underestimates actual emissions. Calculated biogenic emissions in Scope 1 amounted to 1.2 tCO 2 e . It should be noted that some energy consumption data is based on estimates, introducing a degree of uncertainty to the result.

CONTRACTUAL INSTRUMENTS AND CERTIFIED ENERGY IN SCOPE 2 EMISSIONS (E1-6_18-23)

In 2025, approximately 9% of Etteplan’s total Scope 2 energy consumption consisted of certified energy bundled with contractual instruments such as Guarantees of Origin or other certificates verifying the source of purchased energy. Among certified energy sources, renewable electricity represented the largest share (55%), followed by certified district heating (31%) and certified nuclear electricity (14%). Scope 2 emissions associated with these instruments are marginal, as the production of renewable energy (excluding biomass-based sources) and nuclear energy is not estimated to generate Scope 2 emissions.

It is important to note that district heating production in Nordic countries already places a strong emphasis on renewable energy. Therefore, the share of certified renewable energy provides only a partial view of actual renewable energy use, as only energy consumption backed by renewable energy certificates (available and acquired) is accounted for as certified renewable energy.

SCOPE 3 EMISSIONS: DATA COVERAGE, EXCLUSIONS, AND BIOGENIC EMISSIONS (E1-6_25-28)

In 2025, Etteplan continued to develop its Scope 3 emissions reporting, focusing primarily on operations in Finland and Sweden, with partial coverage for Germany, the Netherlands, and Poland. The calculation scope and methodologies will be expanded in the coming years to fully reflect the group’s carbon footprint.

Use of primary data

Some Scope 3 categories were partly estimated using primary data obtained from value chain operators. Primary emission data was available for categories 4 (Upstream transportation and distribution) and 6 (Business travel). The share of primary emission data in total Scope 3 emissions was 2.2% in 2025.

Excluded categories

Scope 3 category 15 (Investments) was excluded from the calculation boundary due to lack of reliable data from investees. Additionally, no activities were identified in categories 8 (Upstream leased assets), 10 (Processing of sold products), 13 (Downstream leased assets), and 14 (Franchises) for Finland and Sweden operations. These exclusions impact completeness, but Etteplan intends to gradually expand coverage and update the baseline accordingly.

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Included categories

For Finland and Sweden, Scope 3 calculations included the following categories:

Purchased goods and services

Capital goods (included under category 1 due to financial data limitations)

Fuel- and energy-related activities

Upstream transportation and distribution

Waste generated in operations

Business travel

Employee commuting

Downstream transportation and distribution

Use of sold products

End-of-life treatment of sold products

For Germany, the Netherlands, and Poland, Scope 3 coverage was limited to categories 3 (Fuel- and energy-related activities) and 7 (Employee commuting).

Biogenic emissions in the value chain

Biogenic CO 2 emissions from biomass combustion or biodegradation in Scope 3 value chain activities were not estimated for 2025 due to lack of reliable data. Etteplan is exploring options to include these emissions in future reporting.

REPORTING BOUNDARIES AND CALCULATION METHODS FOR SCOPE 3 EMISSIONS (E1-6_29)

Etteplan’s Scope 3 inventory for 2025 was primarily conducted for operations in Finland and Sweden

General calculation approach

Etteplan prioritizes primary data wherever available, including data from value chain operators. Activity data is sourced from internal and external systems and departmental surveys. Where primary data is unavailable, estimates are based on credible literature sources. Average emission factors are applied, selected to reflect technological and geographical characteristics of operations. Sources include DEFRA, EXIOBASE, and Association of Issuing Bodies (AIB).

Category-specific methodologies

Purchased Goods and Services (Category 1): Calculated using financial spend data and country-specific emission factors. Capital goods are included under category 1 due to data limitations.

Business Travel (Category 6): Mileage allowances extracted from financial data and converted to estimated distances using tax-free mileage rates. Emissions calculated with average factors. Primary data from travel operators was used where available to avoid double counting.

Fuel- and Energy-Related Activities (Category 3): Based on Scopes 1 and 2 energy use; emission factors from reliable sources such as the Joint Research Centre, Institute for Energy and Transport.

Upstream Transportation (Category 4): Primary data from logistics operators for well-to-

due to incomplete system integrations and limited data availability for other countries. The intention is to gradually expand the calculation to cover the entire organization and update the baseline accordingly.

Reporting boundaries

Fully included in 2025 Scope 3 reporting:

Etteplan Oyj (parent company)

Etteplan Finland Oy

Etteplan Sweden AB

Partially included (Scope 3 categories 3 and 7):

Etteplan Poland sp.z.o.o

Etteplan Germany GmbH

Etteplan Deutschland GmbH

Etteplan Defense GmbH

Etteplan Engineering GmbH

Etteplan B.V.

Etteplan Netherlands B.V.

Excluded due to data limitations and system harmonization:

Etteplan Technology Center Ltd.

Etteplan Consulting (Shanghai) Co., Ltd

Etteplan USA Inc.

Etteplan Denmark A/S

Eltech Automation i Lund AB

BJIT Ltd. (investment)

Ekkono Solutions AB (investment)

wheel emissions related to tester and adapter production in Finland.

Waste (Category 5): Estimated using HSY average waste per person and office occupancy rates; waste-type-specific emission factors applied. Likely overestimates emissions.

Employee Commuting (Category 7): Based on employee survey (59% response rate) covering commuting mode and office days. Results extrapolated to group level. Significant improvement compared to previous years.

Downstream Transportation (Category 9): Includes one specific transportation event with known mode and distance. Other customer- arranged transportations not included likely underestimating emissions.

Use of Sold Products (Category 11): Expert estimates of energy consumption during product use.

End-of-Life Treatment (Category 12): EoL scenarios constructed for sold products, applying average emission factors for waste handling.

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Table: GHG Emissions Intensity and Net Revenue Reconciliation (E1-6_30-35)

GHG intensity based on net revenue

Comparative

2024

Reporting year

2025

Change

% (N/N-1)

Total GHG emissions (location-based) per net revenue (tCO 2 eq/Monetary unit)

42.6

33.7

-21%

Total GHG emissions (market-based) per net revenue (tCO 2 eq/Monetary unit)

43.5

35.8

-18%

Net revenue used to calculate GHG intensity

361.0 M€*

361.4 M€

Net revenue (other)

- *

Total net revenue (Financial statements)

361.0 M€

361.4 M€

*Updated

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working conditions. These initiatives strengthen employee engagement, leadership development, and long-term competitiveness across all Etteplan countries.

Transition plan impacts

Etteplan’s climate transition plan includes measures to reduce environmental impacts and achieve climate-neutral operations. These measures may lead to changes in work practices, such as increased remote work, promotion of low-carbon commuting, and optimization of office space and energy use. Opportunities include upskilling and job creation in areas such as low-carbon procurement, sustainable product design, and digitalization. At this stage, no material impacts on Etteplan’s own workforce have been identified through the transition plan. No employment loss or restructuring is expected. The transition plan currently applies to operations in Finland and Sweden, with plans to expand globally in the future.

Management of forced labor and compulsory labor risks in Etteplan’s operations

Etteplan maintains a zero-tolerance policy towards human rights violations and fully respects internationally recognized human rights, including ILO conventions. The company strictly prohibits forced or compulsory labor, as outlined in its Code of Conduct, and enforces this commitment through a robust Human Rights Due Diligence (HRDD) process.

This process follows OECD and UN Guiding Principles and includes country-specific human rights risk identification across all Etteplan operating countries.

As part of the HRDD process, risks related to forced labor and modern slavery are regularly assessed and integrated into Etteplan’s enterprise risk management system. Based on these assessments, no operations involving Etteplan’s own workforce have been identified as presenting a significant risk of forced or compulsory labor. Furthermore, Etteplan has not identified any countries or geographic areas where its operations are considered at significant risk of such incidents. While China was flagged as a higher-risk country for certain human rights topics, no actual or potential risks of forced or compulsory labor were found in Etteplan’s own operations. These assessments are reviewed and updated regularly to ensure ongoing compliance and risk mitigation.

Management of child labor risks in Etteplan’s operations

Etteplan enforces a zero-tolerance policy toward human rights violations, including child labor. The company strictly prohibits child labor through its Code of Conduct and ensures compliance via a comprehensive Human Rights Due Diligence (HRDD) process. This process follows OECD and UN Guiding Principles and includes country-specific human rights risk assessments across all Etteplan operating countries.

Based on these regular assessments, no operations involving Etteplan’s own workforce have been identified as presenting a significant risk of child labor. This conclusion is supported by the nature of Etteplan’s business, which focuses on high- productivity engineering and technology services requiring specialized skills and qualifications, making the risk of child labor inherently low. While certain countries were flagged as having elevated human rights concerns, no actual or potential risks of child labor were found in Etteplan’s own operations. These assessments are reviewed regularly and integrated into Etteplan’s enterprise risk management system.

Etteplan has also identified no countries or geographic areas where its operations are considered at significant risk of child labor. This finding is based on the company’s Code of Conduct, HRDD process, and country-specific risk mapping, all of which confirm that the nature of Etteplan’s operations minimizes the likelihood of child labor.

Understanding workforce risk factors for specific groups and contexts

Etteplan does not tolerate discrimination, hostility, or abusive behavior on any grounds. All employees are evaluated based on their skills and have equal opportunities for employment and advancement, with a commitment to equal pay for equal work. Where appropriate, proportionate positive action is taken to support underrepresented or disadvantaged groups.

Based on the Double Materiality Assessment (DMA) conducted in 2025 and Etteplan’s Human Rights Due Diligence (HRDD) process, the company has developed an understanding of potential risks to employees with particular characteristics, working contexts, or activities. These include young professionals, women in male-dominated fields, persons with disabilities, and employees in high-stress technical roles. HRDD workshops and country-specific risk assessments confirmed that risks primarily relate to equality, psychosocial workload, and unbalanced career opportunities for minorities.

This understanding is embedded in Etteplan’s HR management practices and supported by regular performance and development discussions, systematic monitoring of occupational health and well-being, Diversity, Equity, and Inclusion (DEI) training, and adherence to internal guidelines. These measures aim to prevent discrimination, mitigate psychosocial risks, and promote inclusion across all Etteplan countries.

Material risks and opportunities affecting specific workforce groups

Based on Etteplan’s Double Materiality Assessment (DMA) conducted in 2025 and Human Rights Due Diligence (HRDD) process, the company has identified material risks and opportunities that relate to specific groups within its workforce.

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By embedding these policies into our operations and culture, we aim to mitigate risks, enhance employee well-being, and create opportunities for continuous development, ensuring alignment with ESRS S1 disclosure requirements.

Our policies apply to all employees globally and include specific measures for distinct workforce groups where relevant. For example, our DEI Policy addresses gender equality and pay equity, while also promoting diversity across dimensions such as age and cultural background. Country-specific guidelines complement global policies to ensure compliance with local labor laws and address unique needs of workforce groups. These policies ensure that material topics - such as equal treatment, diversity, and access to training - are managed inclusively across the entire workforce, with targeted actions for groups that may face higher risks or barriers.

Human rights and labor rights commitments

Etteplan is committed to respecting human rights in accordance with the UN Guiding Principles on Business and Human Rights and relevant ILO Conventions. These commitments are embedded in our global Code of Conduct, which applies to all employees and sets clear expectations regarding non-discrimination, fair working conditions, freedom of association, and the right to collective bargaining. Country-specific guidelines complement global commitments to comply with local labor laws.

Respect for human rights and labor rights is integrated into our Enterprise Risk Management (ERM) and Human Rights Due Diligence (HRDD) processes. HR-related risks, including those linked to working conditions, equal treatment, and psychosocial well-being, are assessed as part of our overall risk management approach. We maintain open dialogue with employees and provide a confidential whistleblowing channel for reporting concerns without fear of retaliation. Continuous improvement is achieved through monitoring, audits, and engagement surveys.

Our approach to remedying human rights impacts includes proactive risk identification, prevention, and corrective actions where impacts occur. Reported cases are managed through defined procedures that ensure timely investigation, fair resolution, and measures to restore affected individuals and prevent recurrence.

Human rights and ethical standards

Etteplan’s policies align with internationally recognized human rights and labor standards. These include, among others, the OECD Guidelines for Multinational Enterprises, the International Bill of Human Rights, the ILO Declaration, and the UN Guiding Principles.

We actively participate in the UN Global Compact, integrating its principles into governance, training, and risk management practices.

Our Code of Conduct explicitly prohibits child labor, human trafficking, and all forms of forced or compulsory labor, including slavery. These commitments apply across our operations and are reinforced through our Supplier Code of Conduct, supported by mandatory training and supplier onboarding processes. While the Code of Conduct sets ethical standards for all Etteplan employees and partners, the Supplier Code of Conduct specifically outlines requirements for suppliers and their sub-suppliers, ensuring compliance with human rights, environmental standards, and responsible sourcing practices.

Health, safety, and well-being

Etteplan has a workplace accident prevention management system integrated into our Quality, Environment, Health and Safety (QEHS) policy. Preventive measures include mandatory Occupational Health and Safety (OHS) eLearning, regular risk assessments covering physical and psychosocial hazards, and collaboration with occupational safety organizations. We actively monitor psychosocial workload through surveys and stress management initiatives. Continuous audits ensure hazards are identified and corrective actions implemented.

Diversity, equity, and inclusion (DEI)

Etteplan enforces formal policies to eliminate discrimination and harassment, outlined in our Code of Conduct and supported by our Diversity, Equity, and Inclusion (DEI) Policy. These policies prohibit discrimination based on race, religion, gender, age, nationality, sexual orientation, disability, or any other personal characteristic. Our DEI Policy includes specific commitments to inclusion and positive action for vulnerable groups, such as women, persons with disabilities, and employees from diverse cultural backgrounds. Actions include inclusive recruitment, partnerships (e.g., Women in Tech Finland), mentorship programs, accessibility improvements, and training on unconscious bias and inclusive leadership.

Implementation is supported through mandatory training, DEI eLearning, and awareness initiatives. Employees can report concerns confidentially via supervisors, HR, or an anonymous whistleblowing tool operated by a third party. Continuous improvement is ensured through feedback mechanisms such as FuturETTE personnel surveys, onboarding and exit interviews, and annual DEI metrics reporting.

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Table S1-6_06 2025 Average number of employees

Country

2025 Average number of employees

%

2024 Average number of employees

%

Finland

1,833

47.65%

1,915

49.62%

Sweden

692

17.99%

728

18.86%

Germany

611

15.88%

478

12.39%

China

389

10.11%

380

9.85%

Poland

180

4.68%

190

4.92%

Netherlands

127

3.30%

150

3.89%

Denmark

14

0.36%

17

0.44%

United States

1

0.03%

1

0.03%

Total

3,846

100%

3,859

100%

EMPLOYMENT STRUCTURE, TURNOVER AND CONTRACT TYPES (S1-6_07-12)

The following tables provide an overview of Etteplan’s workforce characteristics for the reporting year. It includes information on employees by contract type and gender, total headcount and full-time equivalent figures, the average number of employees, as well as employee departures and turnover rate. This disclosure offers insight into the stability of our workforce and the dynamics of employee movement during the year. For comparability, figures from 2024 are shown in parentheses.

Table S1-6_07 Contracts and gender of employees

Headcount

December 31, 2025

Female

Male

Other*

Not disclosed

Total

Number of employees

966 (949)

2,811 (2,852)

0 (2)

0

3,777 (3,803)

Number of permanent employees

873 (855)

2,587 (2,633)

0 (2)

0

3,460 (3,490)

Number of temporary employees

93 (94)

224 (219)

0

0

317 (313)

Number of non-guaranteed hours employees

N/A

N/A

N/A

N/A

N/A

Number of full-time employees

779 (781)

2,616 (2,653)

0 (2)

0

3,395 (3,436)

Number of part-time employees

187 (168)

195 (199)

0

0

382 (367)

*Other: Non-binary/don’t want to specify

Table S1-6_09 Employees by contract type and country

Headcount

December 31, 2025

Finland

Sweden

Germany

China

Poland

Netherlands

Denmark

USA

Total

Number of employees

1,782 (1,882)

685 (708)

617 (477)

397 (397)

168 (187)

115 (136)

12 (15)

1 (1)

3,777 (3,803)

Number of permanent employees

1,737 (1,847)

676 (702)

608 (465)

151 (147)

168 (186)

107 (129)

12 (13)

1 (1)

3,460 (3,490)

Number of temporary employees

45 (35)

9 (6)

9 (12)

246 (250)

0 (1)

8 (7)

0 (2)

0 (0)

317 (313)

Number of non-guaranteed hours employees

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

Number of full-time employees

1,643 (1,761)

654 (673)

466 (345)

391 (386)

156 (176)

73 (81)

11 (13)

1 (1)

3,395 (3,436)

Number of part-time employees

139 (121)

31 (35)

151 (132)

6 (11)

12 (11)

42 (55)

1 (2)

0 (0)

382 (367)

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Senior Vice President for Human Resources, the Chief Financial Officer, and the HR Director of Finnish operations. These individuals are trained in the system and responsible for follow-up. Additional reporting channels include direct dialogue with supervisors, and escalation to senior leadership, and engagement with employee representatives in line with local legislation. The company enforces a strict non-retaliation policy and regularly reviews its whistleblowing process to ensure effectiveness.

Etteplan has a defined process for handling reports submitted through its whistleblowing channel. All reports are treated confidentially, protecting both the whistleblower and the individual under investigation. Etteplan applies a tiered protocol (levels 1–4) based on the severity of the reported offense, ensuring appropriate handling and escalation.

Etteplan enforces a strict non-retaliation policy and regularly trains employees on reporting procedures and ethical standards. The whistleblowing process is reviewed periodically, with oversight from governance bodies to ensure effectiveness and alignment with good governance practices.

expected behaviors and business practices for all employees and partners. It serves as a practical guide for everyday decision-making and reflects the company’s ethical values.

To promote a strong and inclusive culture, Etteplan launched the Happy DEIs initiative in 2022, focusing on diversity, equity, and inclusion. In 2025, this was formalized through a DEI Policy, which applies globally and guides actions to ensure all employees feel valued and empowered.

Corporate culture is further supported through:

Mandatory eLearning courses, including Code of Conduct training (repeated every two years) and DEI-related modules.

Supplier Code of Conduct, which extends cultural expectations to the supply chain, emphasizing human rights and fair practices.

FuturETTE employee engagement survey, conducted regularly to gather feedback and guide improvements. Survey results lead to concrete development actions across the organization.

Etteplan’s leadership actively promotes corporate culture through strategic initiatives, policy development, and regular communication. The President & CEO and management teams play a key role in embedding cultural values into operations and decision-making.

Etteplan views culture as a shared responsibility: every employee contributes to the working environment. Continuous improvement is driven by feedback, learning, and collaboration.

Training on business conduct

Etteplan’s training policy on business conduct is based on the Company’s Code of Conduct. The training is mandatory for all employees and forms part of the onboarding process for new hires. In addition, every employee is required to repeat the Code of Conduct eLearning course every two years to ensure continued awareness and alignment with Etteplan’s ethical standards. The Code of Conduct eLearning course covers key topics such as responsible decision-making, anti- bribery, and expectations for those in positions of influence, promoting a strong culture of integrity and compliance across all levels of the organization.

Mechanisms for reporting misconduct

Etteplan has clear mechanisms for identifying, reporting, and investigating concerns about unlawful behavior or violations of its Code of Conduct. A secure and anonymous whistleblowing channel, managed by a third-party provider (Falcony) and compliant with the EU Whistleblower Directive (2019/1937), is accessible for Etteplan’s employees in the intranet ette and for external stakeholders on the company’s website. Reports are handled confidentially by a designated team including the

All business conduct incidents, including those related to corruption and bribery, are investigated promptly, independently, and objectively. Reports are treated confidentially, and corrective actions are taken without delay when misconduct is confirmed. Whistleblowers are protected even if reports are unsubstantiated, reflecting Etteplan’s commitment to ethical governance.

These procedures go beyond the legal requirements of the EU Whistleblower Directive and reflect Etteplan’s commitment to ethical business conduct and good governance.

Functions at risk for corruption and bribery

Etteplan’s Code of Conduct includes clear guidelines on preventing corruption and bribery, applicable to all employees and partners. As part of its business conduct risk assessment, Etteplan has reviewed internal functions and processes and, at this time, no specific functions have been identified as being at heightened risk for corruption or bribery.

This conclusion is based on the nature of Etteplan’s operations, existing internal controls, and the absence of risk indicators in previous assessments. The Company continues to monitor and evaluate potential risk areas as part of its ongoing compliance and governance efforts.

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Table G1-4-03. Anti-corruption and bribery training

Information about training

Own workforce: all employees and members of administrative, management, and supervisory bodies.

Training coverage

100% of Etteplan employees, including all functions-at-risk and governing bodies.

Total receiving training

All employees and members of administrative, management, and supervisory bodies.

Delivery method and duration

Computer-based eLearning course; part of onboarding and retaken every two years.

Classroom training

Not applicable.

Computer-based training

Mandatory eLearning course delivered via Etteplan’s intranet.

Voluntary computer-based training

Not applicable – training is mandatory.

Frequency

Required at onboarding and retaken every second year.

Topics covered

Legal compliance, fair competition, fraud response, data protection, bribery, gifts.

Definition of corruption

Included in Code of Conduct and eLearning; covers abuse of power for private gain.

Policy

Zero-tolerance policy outlined in Etteplan’s Code of Conduct.

Procedures on suspicion/ detection

Whistleblowing process with tiered protocols and confidential handling.

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Consolidated Financial Statements

74

Consolidated Financial Statements

10. Audit fees .................................................................. 94

11. Financial income ..................................................... 94

12. Financial expenses ................................................. 94

13. Translation differences recognized in income statement .......................................................... 94

14. Income taxes ............................................................ 95

15. Earnings per share .................................................. 96

16. Business combinations .......................................... 97

17. Goodwill and impairment testing ........................ 99

18. Intangible assets ................................................... 100

19. Tangible assets ..................................................... 101

20. Right-of-use assets .............................................. 101

21. Inventory ................................................................ 102

22. Trade and other receivables ............................. 102

23. Management of financial risks .......................... 102

24. Financial instruments by measurement category ............................................. 106

25. Equity ...................................................................... 107

26. Interest-bearing liabilities .................................. 108

27. Other non-current liabilities .............................. 109

28. Trade and other payables .................................. 109

29. Pledges, mortgages and guarantees ............... 109

30. Related-party transactions ................................ 109

31. Events after the balance sheet date ............... 111

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This document is an English translation of the Finnish financial statements. Only the Finnish version of the report is legally binding.

Segment reporting

Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-maker. The CEO of the group acts as the chief operational decision-maker. The chief operational decision-maker evaluates the group’s financial performance and makes decisions regarding the group’s financial position. The financial information which the chief operating decision-maker uses as a basis for decision making, does not differ substantially from the information presented in the Consolidated Statement of Comprehensive Income and Statement of Financial Position.

Foreign currency translation

Items included in the Financial Statements of each of the Group’s entities are measured using the currency of the primary economic environment in which the entity operates (“the functional currency”). The functional currency of subsidiaries is the currency of the economic environment in which the subsidiary operates. The Consolidated Financial Statements are presented in euro, which is the Group’s presentation currency.

Foreign currency transactions are translated into the functional currency using the exchange rates prevailing at the dates of the transactions, or valuation, where items are remeasured. Foreign exchange gains and losses resulting from the settlement of such transactions and from the translation at year-end exchange rates of monetary assets and liabilities denominated in foreign currencies are recognized in the income statement, except when deferred in other comprehensive income as a net investment hedge. Foreign exchange gains and losses that relate to loans and cash and cash equivalents are presented in the income statement within “Financial income” or “Financial expenses.” All other foreign exchange gains and losses are presented in the income statement within “Other operating expenses.”

The results and financial position of all the Group entities that have a functional currency different from the presentation currency are translated into the presentation currency as follows:

assets and liabilities for each balance sheet presented are translated at the closing rate at the date of that balance sheet

income and expenses for each income statement are translated at average exchange rates (unless this average is not a reasonable approximation of the cumulative effect of the rates prevailing on the transaction dates, in which case income and expenses are translated at the rate on the dates of the transactions) and

all resulting exchange differences are recognized in other comprehensive income. Goodwill and fair value adjustments arising on the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and are translated at the closing rate. Exchange differences arising are recognized in equity.

Changes in accounting policy and disclosures

New and amended standards adopted by the Group

The new standards, amendments and interpretations effective for the financial year beginning January 1, 2025, did not have a significant effect on the Consolidated Financial Statements of the Group.

New standards and interpretations not yet adopted

The IASB has issued a new standard, IFRS 18 Presentation and Disclosure in Financial Statements, which replaces IAS 1 and introduces changes to the presentation of the income statement, the disclosure requirements for management-defined performance measures (MPMs), and the principles for aggregation and disaggregation. The standard is effective for financial periods beginning on or after January 1, 2027, with early adoption permitted.

The Group is currently assessing the impacts of adopting IFRS 18 on its financial reporting. At present, the standard is not expected to have a material impact on the Group’s financial position or results; however, its application will affect the presentation of the financial statements and the structure of the notes. The assessment will continue during 2026.

Other published standards and interpretations that are not yet effective are not expected to have a material impact on the Group’s financial statements.

2.2 Judgements and estimates

Preparing the consolidated financial statements requires management to exercise judgement in applying the accounting policies as well as to make estimates and assumptions about the future. These estimates and assumptions affect the carrying amounts of assets and liabilities at the reporting date and the income and expenses recognised during the financial period. Actual results may differ from these estimates.

The estimates and related assumptions are based on management’s best knowledge at the reporting date and are reviewed continuously. Changes in estimates are recorded prospectively. The estimates reflect factors relating to the Group’s operating environment and the most probable expectations regarding future developments.

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Judgements

The following notes present the key areas where Etteplan’s management has applied judgement in the application of accounting policies, and which have a material effect on amounts recognised in the consolidated financial statements:

Note 4 – Revenue recognition: over time vs. at a point in time: Applying IFRS 15 requires judgement when assessing whether the criteria for revenue recognition over time are met. Management evaluates the customer’s ability to benefit from the service as it is being provided, the number of performance obligations, the transfer of control, and whether the Group has an enforceable right to payment if the customer terminates the contract.

Note 17 – Impairment testing, CGU structure and timing: Management determines the cash-generating units and assesses whether indicators of impairment exist, in which case impairment testing is performed more frequently than on the annual schedule. The selection of CGU structure is based on the Group’s operational organisation.

Note 23 – Factoring arrangements: transfer of risks and rewards: Assessing the transfer of risks and rewards requires judgement when determining whether the risks and benefits of transferred trade receivables have passed to the financier. If risks and rewards are deemed transferred, trade receivables are derecognised.

Assumptions and Estimation Uncertainty

The following notes present information on future-oriented assumptions and estimation uncertainties as at December 31, 2025, which may pose a significant risk of material changes to the carrying amounts of assets or liabilities in the next financial period:

Note 4 – Stage of completion, cost estimates and contract modifications: Revenue recognition for projects recognised over time is based on the stage of completion, determined by the ratio of actual to estimated total costs. Estimating total costs involves uncertainty, including the assessment of additional work and contract modifications.

Note 8 – Pension obligations, actuarial assumptions: Calculating pension obligations requires key actuarial assumptions such as discount rates, salary growth and increases in pension benefits. Even small changes in assumptions may materially impact the obligation.

Note 16 – Contingent consideration liabilities, recognition of the obligation, fair value measurement and profit impact: The amount of additional consideration liabilities is based on estimates of the future performance of the acquired company. The assessment of whether an obligation to pay additional consideration arises from contractual terms involves significant judgement and uncertainty. The estimated liability is reassessed at each reporting date, with changes recognised in profit or loss.

Note 17 – Impairment testing, cash flows, discount rates and sensitivity analysis: Impairment testing involves significant estimation uncertainty. Management assesses whether there are indicators of impairment, in which case impairment testing is performed more frequently than on an annual basis. Impairment testing of goodwill and CGUs involves estimating future cash flows, discount rates, growth assumptions, profitability trends and investment needs. Small changes in these assumptions may result in significant changes in the recoverable amount.

Notes 20 and 26 – Leases, lease term, extension options and discount rate: Leases involve significant estimation uncertainty. The present value of lease liabilities is based on estimates of future lease payments, lease terms and the Group’s incremental borrowing rate. Management also assesses whether the exercise of extension options is reasonably certain, which affects the determined lease term as well as the carrying amounts of right-of-use assets and lease liabilities. These estimates involve uncertainty, and changes in management’s assumptions may result in material changes to balance sheet items.

Note 23 – IFRS 9 expected credit losses, forward-looking information and payment delays: Expected credit losses depend on forward-looking macroeconomic information (e.g. economic growth scenarios), customer payment behaviour and the ageing analysis of trade receivables.

Note 24 – Fair value of unquoted investments: Unlisted equity investments are measured using discounted cash flow models. The valuation involves uncertainty, particularly with respect to cash flow forecasts and the discount rate.

2.3 Revenue recognition

Etteplan’s revenue streams consist mainly of the following three service areas:

Engineering Solutions refer to the innovation, engineering and calculations of the technical attributes of machinery or equipment for the purpose of product development and manufacturing. Assignments are typically product development projects for a new product, plant engineering projects or Engineering-to-Order projects, involving the customization of the product in accordance with end customer requirements and the market area’s legislation.

Software and Embedded Solutions refer to product development services and technology solutions that allow the controlling of machines and equipment and enable their digital connectivity as part of the Internet of Things.

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Technical Communication and Data Solutions refer to the documentation of a product’s technical attributes, such as manuals and service instructions for the users of a product, as well as related content management and distribution in print or digital form.

Revenue includes revenue from contracts with customers adjusted for indirect taxes and discounts. Revenue is recognized following a five-step model, on the basis of which the timing and amount of revenue to be recognized is determined. The model involves identifying the contract with the customer and its performance obligations, determining transaction prices, allocating transaction prices to performance obligations and recognizing revenue. Revenue is recognized when the customer obtains control of the promised service or product, either over time or at a point in time. The Group recognizes revenue in a way that represents the rendering of the promised services or goods to the customer, and to such an amount that represents the compensation the Group expects to be entitled to in exchange for the goods and services. Contracts with customers do not include a significant financial component.

Etteplan divides its services into the following categories according to the applied method of revenue recognition:

Design and consultancy projects, where either a fixed price or a target price limiting the amount of revenue that can be recognized for the project is set in the agreement with the customer. In this type of projects, revenue is recognized over time based on the percentage of completion method, because the Group’s performance creates an asset that has no alternative use for the Group and the Group has an enforceable right to payment for performance completed to date. The percentage of completion is measured as the costs of the project realized as a proportion to the total expected costs of the project, because it is seen as the most accurate way of measuring the transfer of control to the customer. If the agreement includes separately identifiable performance obligations, revenue for each performance obligation is recognized separately. Dealing with separate performance obligations does not involve significant considerations. In the case of contracts whose outcome cannot be assessed reliably, project expenditure is expensed and revenue is recognized to an amount not exceeding the expenditure. The total loss on a contract that will probably result in a loss is expensed immediately. Incentives, additional work and changes related to the project are recognized in the revenue and costs of the project to the extent that can be estimated reliably, or that is agreed upon with the customer. The revenue for additional work and changes are recognized separately when they comprise a separate performance obligation and are priced according to stand-alone transaction prices.

Design and consultancy projects, where all costs incurred can be invoiced to the customer without other limitations than the agreed invoicing price. In this type of projects revenue is recognized over time as the service is being performed. The performance obligation in the agreement with the customer is most typically one working hour and it is considered to be fulfilled over time, because the customer simultaneously receives and consumes the benefits provided by the service.

Arrangements, where the customer buys a license to software created by Etteplan and maintenance related to the license. Revenue for the license itself is recognized when the customer obtains access to the license. Revenue for maintenance related to the license is recognized over time as the service is rendered.

Transaction prices are based on customer agreements, where separate prices are set for separate performance obligations. Generally, the pricing of separate performance obligations equals their standalone transaction prices. Changes to customer agreements as well as additional work agreed on, are mainly recognized as separate customer agreements. The Group has enforceable right to payment for performance completed to date, in case the project is terminated, in essentially all of its projects.

Costs incurred from work performed and transferred to customer, but not yet invoiced, are activated as contract assets and included in the balance sheet line item Contract assets. Contract assets are transferred to Trade payables upon invoicing, which is generally done on a monthly basis. Invoices are most typically payable within 30 days. Payments received from customers in advance of work being transferred are recorded as contract liabilities in the balance sheet line item “Advance payments.” These amounts are recognized as revenue as the work is being transferred to the customer.

In applying IFRS 15 the Group uses the practical expedient permitted by the standard and does not disclose the aggregate amount of the transaction price allocated to performance obligations that are unsatisfied as at the end of the reporting period or the estimated timing of satisfaction, because the unsatisfied performance obligations are either part of contracts that have an original expected duration of one year or less or the Group has the right to invoice a customer at an amount that corresponds directly with its performance to date.

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2.4 Government grants

Government grants received as compensation for incurred expenses are recorded in the income statement under other operating income, while the expenses related to the grant are recorded as expenses under other operating expenses.

2.5 Non-recurring items

Non-recurring items are disclosed separately in the Financial Statements when this helps to improve the understanding of the Group’s financial performance. They are material items of income and expense that are shown separately due to the significance of their nature or amount. Non-recurring items can include, among other things, costs and income related to business combinations as well as certain reorganization costs.

2.6 Employee benefits

Pension obligations

Group companies operate various pension schemes. The schemes are generally funded through payments to insurance companies or trustee-administered funds, determined by periodic actuarial calculations. The Group has both defined benefit and defined contribution plans. A defined contribution plan is a pension plan under which the Group pays fixed contributions into an external entity managing pension insurances. The Group has no legal or constructive obligations to pay further contributions. The contributions are recognized as employee benefit expenses when they are due. Prepaid contributions are recognized as an asset to the extent that a cash refund or a reduction in the future payments is available. A defined benefit plan is a pension plan that is not a defined contribution plan. The pension liability for a defined benefit pension plan is determined annually by an independent actuary. Defined benefit plans define an amount of pension benefit that an employee will receive on retirement, dependent on one or more factors such as age, years of service and compensation. Under a defined benefit pension plan, the Group’s obligation includes the actuarial and investment risks related to the plan in addition to the payments made under the plan. The pension expenses related to defined benefits are calculated using the Projected Unit Credit Method. Pension expenses are recognized as expenses by distributing them over the estimated period of service of the personnel concerned. The amount of the pension obligation is the present value of the estimated future pensions payable (Note 8).

In Sweden and the Netherlands, the Group has multi-employer defined benefit plans, of which there is not sufficient information available to use benefit accounting. These plans are accounted as defined contribution plans.

Bonus plans

The Group recognizes a liability and an expense for bonuses based on a formula that takes into consideration the profit attributable to the Company’s shareholders after certain adjustments. The Group recognizes the expense and liability where contractually obliged or where there is a past practice that has created a constructive obligation.

Share-based incentive plans

Share-based incentive plans are treated as arrangements that are settled partly as shares and partly as cash. The part of a remuneration earned that the participants receive as Etteplan Oyj shares is treated as an arrangement that is fully settled as shares and recorded in shareholders’ equity, the part of a remuneration earned that is paid in cash to pay off taxes and other levies is recorded in liabilities. The fair value of the employee services received in exchange for the grant of the shares is recognized as an expense. The total amount to be expensed is determined by reference to the fair value of the shares granted taking into account market performance conditions and non-vesting conditions. At the end of each reporting period, the Group revises its estimates of the number of shares that are expected to vest based on the non-market vesting conditions and service conditions. The Group recognizes the impact of the revision to original estimates, if any, in the income statement, with a corresponding adjustment in equity.

2.7 Current and deferred income tax

The taxes in the consolidated income statement include the current tax for the Group companies, corrections to taxes from previous financial periods, and the change in deferred taxes. Current tax is calculated on taxable income according to the tax rate in force in each country concerned. In the case of items entered directly in shareholders’ equity, the tax effect is recognized in equity.

Deferred income tax is recognized on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts. The most significant temporary differences arise from the depreciation and amortization of assets and fair value adjustments (customer agreements and non-competition agreements) and the depreciation in excess of plan in subsidiaries. Deferred taxes are determined by using the tax base in force on the balance sheet date or the enacted tax base at the time of tax base transition.

Deferred tax assets are recognized to the extent that it is probable that future taxable profit will be available against which the temporary differences can be utilized. It is evaluated at the end of each financial period, whether the conditions for recognizing a deferred tax asset are met.

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2.8 Interest and dividend income

Interest income is recognized using the effective interest method. When a receivable is impaired, the Group reduces the carrying amount to its recoverable amount, being the estimated future cash flows discounted at the original effective interest rate of the instrument, and continues unwinding the discount as interest income. Interest income on impaired receivables is recognized using the original effective interest rate. Dividend income is recognized when the shareholder gains the right to receive payment.

2.9 Goodwill and Impairment testing

Goodwill corresponds to that part of the acquisition cost which exceeds the Group’s share of the fair value, on the date of purchase, for the net asset value of the acquired subsidiary. Goodwill is measured at historical cost less impairment. Goodwill is not amortized, but is tested for impairment annually and whenever there is objective evidence of goodwill impairment. Goodwill is allocated to cash-generating units for the purpose of impairment testing. The allocation is made to those cash-generating units that are expected to benefit from the business combination in which the goodwill arose, taking into account the current organization structure and level of reporting.

The Group assesses at the end of each reporting period, whether there are indications of impairment of non-financial assets. Assets that have an indefinite useful life – for example, goodwill or intangible assets not ready to use – are not subject to amortization and are tested annually for impairment. Assets that are subject to amortization, as well as assets with unlimited useful life, are reviewed for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable.

An impairment loss is recognized through profit or loss for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to dispose and value-in-use. Value-in-use is defined as the discounted estimated future net cash flows generated by the asset or cash-generating unit. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash flows.

The impairment loss recognized for non-financial assets other than goodwill is reversed, in case there has been a change in the estimates of recoverable amount. The impairment loss is only reversed to the amount of the book value of the asset before impairment. An impairment loss for goodwill is not reversed under any circumstances.

The essential assumptions for impairment tests are presented in note 17.

2.10 Intangible assets

Intangible assets consist of intangible rights, development expenses, and customer base and non-competition agreements, which were acquired in business combinations. Intangible assets acquired in business combinations are recognized at fair value at the acquisition date. Other intangible assets are recorded in the balance sheet at historical cost considering accumulated amortizations. Assets with limited useful lives are amortized on a straight-line basis over their useful lives. The amortization periods of intangible assets are:

Intangible rights 3 to 7 years Development expenses 3 to 5 yearsCustomer base 10 yearsNon-competition agreements 3 years

The residual value, useful life and amortization method of each asset is examined at the end of each financial year and adjusted, if necessary, to reflect the changes in expectations of the economic benefits to be gained from the asset.

Intangible rights mainly include software licenses owned by the Group.

Internally created intangible assets include capitalized development expenses related to software products created by the Group. Development costs that are directly attributable to the design and testing of identifiable and unique software products controlled by the Group are recognized as intangible assets when the following criteria are met:

it is technically feasible to complete the software so that it will be available for use

management intends to complete the software and use or sell it

there is an ability to use or sell the software

it can be demonstrated how the software will generate probable future economic benefits

adequate technical, financial and other resources to complete the development and to use or sell the software are available, and

the expenditure attributable to the software during its development can be reliably measured.

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Directly attributable costs, which are capitalized as part of the software product include the software development employee costs and such overhead costs that are directly attributable to the development. Other development expenditures that do not meet these criteria are recognized as an expense as incurred. Development costs previously recognized as an expense are not recognized as an asset in a subsequent period. Computer software development costs recognized as assets are amortized over their useful lives. Significant, unfinished intangible assets are tested for impairment annually. Research costs are recognized as an expense as incurred.

2.11 Tangible assets

Tangible assets are stated at historical cost less accumulated depreciation and impairment loss. Historical cost includes expenditure that is directly attributable to the acquisition of the items. Subsequent costs are included in the asset’s carrying amount or recognized as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to the Group and the cost of the item can be measured reliably. The carrying amount of a replaced part is derecognized. All other repairs and maintenance are charged to the income statement during the financial period in which they occur.

Depreciation on other assets is calculated using the straight-line method to allocate their cost to their residual values over their estimated useful lives, as follows:

Buildings 50 yearsComputers 3 years Vehicles 4 to 5 years Office furniture 5 to 10 years Renovation of premises 5 to 7 years Land areas are not depreciated.

The assets’ residual values and useful lives are reviewed and adjusted, if appropriate, at the end of each reporting period. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount (note 2.9). Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognized in other operating income or expenses in the income statement.

2.12 Lease agreements

The group’s lease agreements mainly consist of office spaces, vehicles, computers, equipment, and software. Rental contracts are typically made for fixed periods of 3 to 10 years but may have extension options as described below.

At inception of a contract, the Group assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. Leases are recognized as a right-of-use asset and a corresponding lease liability at the date at which the leased asset is available for use by the Group.

Lease liabilities (note 26) include the net present value of the following lease payments:

fixed payments (including in-substance fixed payments), less any lease incentives receivable

variable lease payments that are based on an index or a rate

amounts expected to be payable by the lessee under residual value guarantees

the exercise price of a purchase option if the lessee is reasonably certain to exercise that option

payments of penalties for terminating the lease, if the lease term reflects the lessee exercising that option.

The lease liability is subsequently measured at amortized cost using the effective interest method. It is remeasured when there is a change in future lease payments arising from a change in an index or rate, if there is a change in the Group’s estimate of the amount expected to be payable under a residual value guarantee, if the Group changes its assessment of whether it will exercise a purchase, extension or termination option or if there is a revised in-substance fixed lease payment. When the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset.

The lease payments are discounted using the interest rate implicit in the lease, if that rate can be determined, or the Group’s incremental borrowing rate. Generally, the Group uses its incremental borrowing rate as the discount rate. The interest expenses related to leases are presented in note 12.

Right-of-use assets (note 20) are measured at cost comprising the following:

the amount of the initial measurement of lease liability

any lease payments made at or before the commencement date less any lease incentives received

any initial direct costs

restoration costs.

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After the commencement date the right-of-use asset is measured at amortized cost less impairment. It is adjusted with certain remeasurements of the lease liability. The right-of-use asset is depreciated over the shorter of the asset’s useful life and the lease term on a straight-line basis. The right-of-use asset is tested for impairment, when necessary, and the possible impairment is recognized through profit or loss.

The Group assesses on a contract-by-contract basis whether the criteria for applying the IFRS 16 practical expedient for low-value assets are met. If the leased asset is considered to be of low value, the Group applies the practical expedient and recognises the lease payments as expenses on a straight-line basis. Low-value assets include IT equipment and office furniture (see Note 9).

Extension options are included in several of the Group’s office premises rental agreements. These terms are used to maximize operational flexibility in terms of managing contracts. The Group’s management uses judgment when determining the extent to which the extension options are used. The extension options are used in such a way that the lease term for lease agreements is at least 18 months also for lease agreements with non-cancelable term of under 18 months, unless the lease agreement in question is canceled or a decision for a specific timing of cancelation has been made. For lease agreements in which the original non-cancelable term is 18 months or more, extension options are used up to 18 months, when the remaining non-cancelable term is under 18 months. The management believes this gives the most accurate view of the Group’s total lease liability. If the extension options were used up to 12 months instead of 18 months, the right-of-use assets and lease liability related to premises would decrease by approximately EUR 1.2 million. If the extension options were used up to 24 months the corresponding effect in balance sheet items would be an increase of approximately EUR 1.6 million.

2.13 Inventory

Inventory is measured at the lower of cost and net realizable value. Cost is determined using the FIFO method and includes direct materials, direct labor, and a proportional share of both variable and fixed production overheads, with fixed overheads allocated based on normal operating capacity. Net realizable value represents the estimated selling price obtainable in the ordinary course of business, less the estimated costs of completion and the costs necessary to complete the sale.

2.14 Financial instruments

Financial instruments and their fair values by measurement category are detailed in note 24.

Recognition

Regular purchases and sales of financial instruments are recognized on the trade-date – the date on which the Group commits to purchase or sell the instrument. At initial recognition, the Group measures a financial instrument at its fair value plus, in the case of a financial asset not at fair value through profit or loss (FVPL), transaction costs that are directly attributable to the acquisition of the financial instrument. Transaction costs of financial instruments carried at FVPL are expensed in profit or loss.

Financial assets are derecognized when the rights to receive cash flows from the investments have expired or have been transferred and the Group has transferred substantially all risks and rewards of ownership. Financial liabilities are derecognized when the liability has ceased, that is, the obligation specified in the agreement is fulfilled or revoked or its validity has ended.

Classification

The Group classifies its financial instruments in the following subsequent measurement categories:

Categories of financial assets:

measured at amortized cost

measured at fair value through Other Comprehensive Income (FVOCI)

measured at fair value through profit or loss (FVPL).

The classification of financial assets depends on the Group’s business model for managing the financial assets and the contractual terms of the cash flows. The classification changes only if the business model changes.

Categories of financial liabilities:

measured at amortized cost, and

measured at fair value through profit or loss (FVPL).

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Change in defined benefit obligation and plan assets

EUR 1,000

Present value of funded obligation

Jan 1, 2025

4,905

Current service cost

9

Interest cost or income

162

Actuarial gains (-) and losses (+) arising from changes in financial assumptions

-193

Experience profits (-) or losses (+)

-33

Contributions from plan participants

-

Benefits paid

-277

Dec 31, 2025

4,573

EUR 1,000

Present value of funded obligation

Jan 1, 2024

5,069

Current service cost

14

Interest cost or income

162

Actuarial gains (-) and losses (+) arising from changes in financial assumptions

-47

Experience profits (-) or losses (+)

-39

Contributions from plan participants

-

Benefits paid

-254

Dec 31, 2024

4,905

Significant actuarial assumptions Dec 31

2025

2024

Discount rate, %

3.8

3.4

Salary increases, %

2.0

2.0

Pension increases, %

2.0

2.0

The table below presents a sensitivity analysis of the most significant actuarial assumptions. The effect of change in each assumption is calculated expecting the other assumptions to remain unchanged. In reality, the changes in assumptions may correlate with each other.

Sensitivity of the defined benefit obligation to changes in the most significant assumptions

Effect on obligation

Change in assumption

2025

2024

Decrease of discount rate by 0.5 percentage points

increase of 5.19 per cent

increase of 5.53 per cent

Increase of discount rate by 0.5 percentage points

decrease of 4.78 per cent

decrease of 5.07 per cent

Increase in salaries by 0.5 percentage points

N/A

N/A

Increase in benefits by 0.5 percentage points

increase of 3.98 per cent

increase of 4.19 per cent

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Share-based payments

Performance Share Plan 2023–2025

The Board of Directors of Etteplan Oyj decided on April 20, 2023, to establish a new share incentive plan for the Group’s key personnel. The plan ended on December 31, 2025. Approximately 35 people belonged to the plan, including the Management Group of Etteplan. The rewards to be paid on the basis of the plan corresponded to the value of a maximum total of 300,000 Etteplan Oyj shares (including also the portion to be paid in cash). The aim of the share incentive plan was to combine the objectives of the shareholders and the key personnel in order to increase the value of Etteplan, to commit the key personnel to the company, and to offer them a competitive reward plan based on earning the company shares. The plan included one earning period which included the calendar years 2023-2025. The plan was in line with Etteplan’s strategy and supported reaching the company’s financial targets. The earnings criteria were Etteplan Group’s revenue increase and earnings per share development. The earnings criteria were not met and, consequently, no rewards will be paid under the incentive plan.

Plan

Performance Share Plan 2023-2025

Instrument

Performance Share Plan 2023-2025

Initial amount, pcs*

150,000

Initial allocation date

16.5.2023

Estimated vesting date

30.4.2026

Maximum contractual life, yrs

3.0

Remaining contractual life, yrs

0.3

Number of persons at the end of reporting year

26

Payment method

Equity and cash

*The amounts are presented in net amount of shares. In addition Etteplan pays the taxes and tax-relates fees related to the potential reward. The cash proportion of the payable reward corresponds to the value of the Shares, in the maximum.

Changes during the period 2025

Performance Share Plan 2023-2025

1.1.2025

Outstanding in the period*

133,800

Changes during period

Granted*

Forfeited*

16,000

Exercised*

31.12.2025

Outstanding in the period*

117,800

Changes during the period 2024

Performance Share Plan 2023-2025

1.1.2024

Outstanding in the period*

140,500

Changes during period

Granted*

Forfeited*

6,700

Exercised*

31.12.2024

Outstanding in the period*

133,800

*The amounts are presented in net amount of shares. In addition Etteplan pays the taxes and tax-relates fees related to the potential reward. The cash proportion of the payable reward corresponds to the value of the Shares, in the maximum.

The performance share plan for key personnel for 2023–2025 has had no impact on the result or the financial position for the years 2023–2025.

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Acquisitions in 2024

STRONGIT ApS (100%)

Etteplan, strengthened its market position in Denmark by acquiring STRONGIT ApS on January 8, 2024, which focuses on product development solutions. STRONGIT employs a team of 13 highly qualified engineering professionals and a vast network of about 70 freelancers working across Copenhagen, Århus and Gråsten. In 2023, STRONGIT’s revenue was approximately 13 million euros. The provisional goodwill of EUR 7,517 thousand arising from the acquisition is attributable to the technical know-how of the acquiree’s personnel, and the expected synergies arising from the acquisition. Costs related to the acquisition, EUR 105 thousand, are included in other operating expenses in the consolidated statement of comprehensive income.

AFFRA AB (100%)

Etteplan reinforced its position in Sweden by acquiring Gothenburg based AFFRA AB on May 27, 2024, which is a consulting company specializing in software testing and in particular Hardware in the Loop (HIL) testing for the automotive and transport industry. HIL testing ensures that quality assurance during software and hardware development is implemented efficiently and safely. With immediate effect all 23 AFFRA employees with competencies in testing, software development and embedded solutions transferred to Etteplan. The goodwill of EUR 758 thousand arising from the acquisition is attributable to the technical know-how of the acquiree’s personnel, and the expected synergies arising from the acquisition. Costs related to the acquisition, EUR 9 thousand, are included in other operating expenses in the consolidated statement of comprehensive income.

Acquisitions in total

The following table summarizes the values of acquisition considerations, assets acquired and liabilities assumed for the acquisitions in total.

Consideration transferred:

EUR 1,000

Cash payment

13,518

Directed share issue

2,107

Total consideration transferred

15,625

Assets and liabilities

Tangible assets

37

Customer base (intangible assets)

5,995

Non-competition agreements (intangible assets)

320

Trade and other receivables

3,465

Cash and cash equivalents

1,216

Total assets

11,032

Other long term liabilities

16

Current liabilities

2,248

Deferred tax liability

1,417

Total liabilities

3,681

Total identifiable net assets

7,351

Formation of Goodwill:

Consideration transferred

15,625

Total identifiable net assets

-7,351

Goodwill

8,274

The revenue included in the income statement contributed by the acquired companies was EUR 3,396 thousand and profit for the financial year was EUR 457 thousand. Had all the companies been consolidated from January 1, 2024, the income statement would show revenue of EUR 361,931 thousand and profit for the financial year of EUR 10,529 thousand.

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2025

EUR 1,000

Effect on profit for the financial year

Effect on other equity items

Effect on goodwill

EUR/SEK 10% increase

-102

-855

-3,090

EUR/SEK 10% decrease

125

1,044

3,777

EUR/PLN 10% increase

-63

-865

-411

EUR/PLN 10% decrease

77

1,057

502

EUR/CNY 10% increase

-111

-490

-162

EUR/CNY 10% decrease

136

599

198

EUR/DKK 10% increase

-72

-552

-965

EUR/DKK 10% decrease

88

675

1,180

2024

EUR 1,000

Effect on profit for the financial year

Effect on other equity items

Effect on goodwill

EUR/SEK 10% increase

-296

-783

-2,842

EUR/SEK 10% decrease

362

957

3,474

EUR/PLN 10% increase

-182

-792

-406

EUR/PLN 10% decrease

222

967

496

EUR/CNY 10% increase

-83

-413

-176

EUR/CNY 10% decrease

101

505

215

EUR/DKK 10% increase

-140

-543

-967

EUR/DKK 10% decrease

171

664

1,181

23.1.2 Interest risk

The Group is exposed to interest risk in two ways: because of changes in value for balance sheet items (i.e. price risk) and cash flow risk caused by changes in market interest rates.

On the balance sheet date, the total amount of interest-bearing debt excluding lease liabilities was EUR 80,382 thousand (EUR 76,661 thousand) covered with contracts in which the interest range is between 3.10 and 4.09 percent (3.68 and 4.19 percent). All of the Group’s loans have variable interest rates.

The Group monitors the interest risk by calculating the effect of one percentage point change in interest rates on the Group’s next twelve months’ interest expenses. The sensitivity of the interest position to changes in interest rates is determined by calculating how much an equal one percentage point change in interest rates throughout the Group’s interest rate range would change yearly interest expenses. Only interest bearing loans from financial institutions are included in the calculation. Lease liabilities are not included in the calculation. At the balance sheet date, the Group’s sensitivity to an increase in interest rates of one percentage point was approximately EUR 821 thousand (2024: EUR 238 thousand).

23.1.3 Financing and liquidity risk

The Group aims to guarantee solid liquidity in all market conditions through efficient cash management. Credit limits tied to cash pool arrangements are used for short-term financing. On the balance sheet date, the Group had EUR 15,920 thousand (EUR 16,082 thousand) of available credit limits, of which none (2024: none) was in use. Refinancing risk is attempted to be minimized by applying a balanced maturity schedule to the loan portfolio, ensuring sufficient maturity of loans, and using several banks as sources of financing. The level of financing is increased through additional loans when necessary.

The Group has financial covenants, which are tied to the equity ratio of the Group and to the debt/EBITDA ratio of the Group, and these mainly apply to all the group loans. In case the Group’s equity ratio at the time of the Financial Statements is below 25 percent or the debt/EBITDA ratio is higher than 3.5, the financer has the right to demand immediate payment of all the Group’s loans. The Group tests loan covenants quarterly. Based on figures from the interim reports and the Consolidated Financial Statements in 2024 and in 2025, the terms of these covenants were not breached, therefore, the loans are classified as long-term to the extent that they mature in more than one year. The Group believes it will comply with the covenant terms for the next 12 months from the reporting date.

To balance the cash effect of the long payment terms typical to design business, the Group sells a part of its key customer receivables to a finance institution. There is no credit risk related to the sold receivables and these receivables are not included in the Consolidated Statement of Financial Position.

The maturity analysis of financial liabilities is based on contractual cash flows in accordance with IFRS standards. The maturity analysis of loans includes both principal and interest. The maturity analysis of lease liabilities is based on undiscounted future lease payments.

103

Maturity analysis of financial liabilities

2025

EUR 1,000

Less than 1 year

1-5 years

More than 5 years

Borrowings

41,951

42,494

–

Lease liabilities

10,021

11,708

1,219

Liabilities from acquisitions

-

638

–

Trade and other payables

12,649

41

–

Total

64,621

54,881

1,219

2024

EUR 1,000

Less than 1 year

1-5 years

More than 5 years

Borrowings

29,216

51,690

–

Lease liabilities

11,349

10,324

–

Liabilities from acquisitions

533

131

–

Trade and other payables

13,758

176

–

Total

53,351

62,320

–

Liabilities from acquisitions in December 31, 2025 consist of High Vision Engineering Sweden AB deferred payment amount EUR 138 thousand, which will be paid by April 30, 2028 and Novacon Powertrain GmbH purchase price EUR 500 thousand, which will be paid by April 30, 2027.

Reconciliation of cash flow from financing activities and changes in financial liabilities

EUR 1,000 EUR

2025

2024

Interest-bearing liabilities Jan 1

95,872

86,583

Financing cash flow

-7,927

334

Non-monetary changes

Changes in lease agreements

12,387

8,144

Loans and lease liabilities assumed in business combinations

1,702

334

Translation differences and other changes*

42

476

Non-monetary changes, total

14,131

8,954

Interest-bearing liabilities Dec 31

102,075

95,872

* In 2024, retention amount from LAE acquisition EUR 500 thousand was reclassified from non-interest bearing liabilities to interest-bearing liabilities.

23.1.4 Counterparty and credit risk

Financing contracts have the associated risk of the counterparty being unable to fulfill its obligations under the contract. To minimize the counterparty risk financing contracts are concluded with leading Nordic banks that have a good credit rating.

Credit risk related to business operations arises out of a customer’s inability to perform its contractual obligations. A considerable proportion of the Group’s business operations focus on large, financially solid companies that operate internationally. Credit risk is also reduced by the customer companies being divided among several different sectors of operation. The Group aims to ensure that services are sold only to such customers that have an appropriate credit rating. Credit risk is controlled systematically, and overdue sales receivables are assessed on a weekly basis. The Company strives to control the effects of increased financial uncertainty by actively monitoring its receivables and by an efficient debt collection process. The maximum customer credit risk exposure at the end of the financial year is the book value of accounts receivable.

Expected credit loss allowance

To measure expected credit losses the Group applies the IFRS 9 simplified approach which uses a lifetime expected loss allowance for all trade receivables and contract assets including amounts not due. As described in the table below, trade receivables and contract assets are grouped based on shared credit risk

104

characteristics and the days past due. The measurement of the expected credit losses includes forward-looking information in the form of the estimated growth of the EU gross domestic product. Expected credit losses are considered immaterial overall. In addition to the lifetime expected credit loss allowance, the Group’s management estimates expected credit losses case-by-case basis. As a general rule, the Group recognizes a 50 per cent impairment allowance for receivables that are more than 60 days past due and a 100 per cent impairment allowance for receivables that are more than 90 days past due, unless a case-specific assessment provides a justified reason to deviate from these percentages.

2025

Past due

EUR 1,000

Not due

1-30 d

31-60 d

61-90 d

> 90 d

Total

Expected loss rate

0.1%

0.1%

1.0%

4.0%

5.1%

Trade receivables

44,966

4,580

868

229

202

50,846

Contract assets

24,961

-

-

-

-

24,961

Lifetime expected credit loss allowance

42

3

9

9

10

74

Case-by-case credit loss allowance

7

7

Expected credit loss allowance

81

2024

Past due

EUR 1,000

Not due

1-30 d

31-60 d

61-90 d

> 90 d

Total

Expected loss rate

0.1%

0.1%

1.5%

5.5%

6.5%

Trade receivables

47,363

5,360

1,053

202

840

54,818

Contract assets

28,406

-

-

-

-

28,406

Lifetime expected credit loss allowance

60

6

16

11

55

147

Case-by-case credit loss allowance

48

48

Expected credit loss allowance

195

Movements of the allowance for impairment

EUR 1,000

2025

2024

Expected credit loss allowance Jan 1

-195

-85

Net reduction (+) / (-) increase in credit loss allowance

114

-110

Expected credit loss allowance Dec 31

-81

-195

Trade receivables and contract assets are written off when there is no reasonable expectation of recovery. Indicators that there is no reasonable expectation of recovery include, amongst others, the failure of a debtor to engage in a repayment plan with the Group.

23.2 Capital risk management

The Group’s objectives when managing capital are to safeguard the Group’s ability to continue as a going concern in order to provide returns for shareholders and benefits for other stakeholders and to maintain an optimal capital structure to reduce the cost of capital. In order to maintain or adjust the capital structure, the Group may adjust the amount of dividends paid to shareholders, return capital to shareholders, issue new shares or sell assets. Consistent with other companies in the industry, the Group monitors capital on the basis of the net gearing ratio. This ratio is calculated as net debt divided by equity. Net debt is calculated as total gross interest-bearing debt less cash and cash equivalents. To ensure sufficient flexibility, the goal is to keep the net gearing ratio within 30-100 percent. The following table sets out the Group’s net gearing ratio:

EUR 1,000

2025

2024

Gross interest-bearing debt

102,011

95,872

Less: Cash and cash equivalents

-30,366

-25,241

Net debt

71,645

70,631

Total equity

122,142

117,803

Net gearing ratio

58.7%

60.0%

105

Group companies Dec 31, 2025

Company

Domicile

Group's / Parent company's holding

Parent company Etteplan Oyj

Espoo, Finland

Etteplan Germany GmbH

Leverkusen, Germany

100% / 100%

Etteplan Deutschland GmbH

Neukirchen-Vlyun, Germany

100% / 0%

Etteplan Defense GmbH

Koblenz, Germany

100% / 0%

Etteplan Finland Oy

Espoo, Finland

100% / 100%

Etteplan Poland sp.z.o.o.

Wroclaw, Poland

100% / 0%

Etteplan Sweden AB

Västerås, Sweden

100% / 100%

Etteplan Technology Center Ltd.

Kunshan, China

100% / 0%

Etteplan Consulting (Shanghai) Co., Ltd.

Shanghai, China

100% / 100%

Etteplan B.V.

Eindhoven, the Netherlands

100% / 100%

Etteplan Netherlands B.V.

Eindhoven, the Netherlands

100% / 0%

Etteplan USA Inc.

Austin (TX), USA

100% / 0%

Etteplan Denmark A/S

Herlev, Denmark

100% / 100%

Etteplan Engineering GmbH*

Affalterbach, Germany

100% / 100%

Eltech Automation i Lund AB

Lomma, Sweden

100% / 100%

* The company was previously named Novacon Powertrain GmbH. The name was changed during the financial year to Etteplan Engineering GmbH.

The following group companies have been merged in 2025

Company

Domicile

Merged to

STRONGIT ApS

Gråsten, Denmark

Etteplan Denmark A/S

STRONGIT Kobenhavn ApS

Ballerub, Denmark

Etteplan Denmark A/S

MoTech GmbH

Stuttgart, Germany

Etteplan Engineering GmbH

High Vision Engineering AB

Göteborg, Sweden

Etteplan Sweden AB

Syncore Technologies AB

Linköping, Sweden

Etteplan Sweden AB

AFFRA AB

Göteborg, Sweden

Etteplan Sweden AB

The following transactions were carried out with related parties

EUR 1,000

2025

2024

Sales and purchases of services and related receivables and payables

Sales of services to other related parties

36

36

Purchases of services from other related parties

36

36

Key management compensation

Key management of Etteplan Oyj includes the Board of Directors, CEO and Management Group.

Salaries, fees and fringe benefits paid to management

EUR 1,000

2025

2024

Members of the Board

365

348

CEO

626

635

Other members of the Management Group

1,958

2,010

Total

2,949

2,992

Fees paid to the members of the Board

EUR 1,000

2025

2024

Members of the Board

Robert Ingman, Chairman of the Board

99

92

Matti Huttunen, until Apr 8, 2025

16

49

Päivi Lindqvist, until Apr 8, 2025

16

51

Leena Saarinen, until Apr 9, 2024

-

11

Mikko Tepponen

53

47

Sonja Sarasvuo

52

48

Tomi Ristimäki

52

48

Outi Henriksson

40

-

Katri Piirtola

38

-

Total

365

348

110

PARENT COMPANY’S BALANCE SHEET

EUR, Dec 31 (FAS)

Note

2025

2024

Assets

Non-current assets

Intangible assets

10

119,000.83

319,269.64

Tangible assets

11

87,956.71

125,724.06

Shares in group companies

12

192,683,240.46

174,560,995.97

Other investments

12

1,597,169.99

2,044,879.17

Non-current receivables

13

14,789,688.00

20,740,563.47

Total non-current assets

209,277,055.99

197,791,432.31

Current assets

Current receivables

14

19,467,884.95

20,140,189.34

Cash and cash equivalents

15

19,615,870.72

13,439,829.10

Current assets, total

39,083,755.67

33,580,018.44

Total assets

248,360,811.66

231,371,450.75

EUR, Dec 31 (FAS)

Note

2025

2024

Equity and liabilities

Equity

Share capital

16

5,000,000.00

5,000,000.00

Share premium account

16

6,701,187.41

6,701,187.41

Unrestricted equity fund

16

26,186,602.11

26,186,602.11

Own Shares

16

-1,718,906.02

-1,718,906.02

Retained earnings

16

65,309,505.63

48,453,511.18

Profit for the financial year

16

4,191,110.74

22,410,966.29

Total equity

105,669,499.87

107,033,360.97

Appropriations

17

50,912.02

196,613.25

Liabilities

Non-current liabilities

18

41,263,207.46

49,330,518.54

Current liabilities

19

101,377,192.31

74,810,957.99

Total liabilities

142,640,399.77

124,141,476.53

Total equity and liabilities

248,360,811.66

231,371,450.75

113

PARENT COMPANY’S CASH FLOW STATEMENTS

EUR, financial period Jan 1 - Dec 31 (FAS)

2025

2024

Operating cash flow

Cash receipts from Group companies

15,954,071.89

17,663,072.55

Operating expenses paid

-17,322,274.73

-17,098,647.44

Operating cash flow before financial items and taxes

-1,368,202.84

564,425.11

Interest and payment paid for financial expenses

-3,965,889.08

-5,394,403.09

Dividends and interest received

1,972,509.93

16,540,529.64

Income taxes paid

-1,829,233.98

-2,408,075.00

Operating cash flow (A)

-5,190,815.97

9,302,476.66

Investing cash flow

Purchase of tangible and intangible assets

-7,705.20

102,300.77

Acquisition of subsidiaries

-14,737,244.49

-13,763,687.56

Purchase of investments

-98,364,40

-

Loans granted to Group companies

-50,000.00

-7,439,688.00

Repayment of loans granted to Group companies

2,200,000.00

1,485,000.00

Gains on disposal of other investments

-

1.00

Investing cash flow (B)

-12,693,314.09

-19,616,073.79

EUR, financial period Jan 1 - Dec 31 (FAS)

2025

2024

Financing cash flow

Proceeds from loans

32,564,571.74

38,000,000.00

Repayments of loans

-28,275,000.00

-26,650,972.44

Change of internal bank account liabilities

13,360,349.39

-10,219,021.56

Dividend paid

-5,554,971.84

-7,529,961.60

Group contribution

12,000,000.00

15,000,000.00

Financing cash flow (C)

24,094,949.29

8,600,044.40

Variation in cash (A+B+C) increase (+) / decrease (-)

6,210,819.23

-1,713,552.73

Assets at the beginning of the period

13,439,829.10

14,893,172.87

Exchange gains or losses on cash and cash equivalents

-34,777.61

260,208.96

Assets at the end of the financial period

19,615,870.72

13,439,829.10

114

NOTES TO THE FINANCIAL STATEMENTS OF THE PARENT COMPANY

Parent company’s accounting policies

The financial statements of the parent company, Etteplan Oyj, are prepared in accordance with Finnish accounting and company legislation (FAS).

Etteplan Oyj’s revenue consists of software and management fees from Group companies.

Measurement of non-current assets

Non-current assets are capitalized in the balance sheet at historical cost less depreciation according to plan and possible impairment loss. Depreciation according to plan is based on the estimated useful life of the asset.

The useful lives of other non-current assets are:

software 5 years computers 3 years office furniture 5 to 10 years renovation of premises 5 years goodwill 5 to 10 years capitalized development expenditure 3 to 5 years

Maintenance and repair costs are expensed. Major basic improvement investments are capitalized and depreciated over their useful life. Capital gains and losses arising on the retirement and sale of non-current assets are included either in other operating income or under other operating expenses.

Other investments are measured at acquisition cost or at a lower probable realizable value. Impairments on other investments are recognized as expenses under financial expenses.

Income taxes

Taxes in the income statement include taxes based on taxable earnings for the financial period as well as corrections to taxes for previous periods. Taxes based on taxable earnings are calculated using the tax rate in force at the time of the financial statement.

Pension agreements

Pension security for the employees of the parent company is arranged with external pension insurance companies. Pension expenses are recorded as expenses in the year in which they are incurred.

Lease agreements

Contractual lease payments are expensed over the lease period.

115

1 REVENUE

EUR

2025

2024

Finland

17,705,767.32

17,901,657.36

Revenue consists of software and management fees from Etteplan Group companies.

2 OTHER OPERATING INCOME

EUR

2025

2024

Other operating income

257,064.00

-

Total

257,064.00

-

NOTES TO THE INCOME STATEMENT, PARENT COMPANY

3 NUMBER OF PERSONNEL AND STAFF COSTS

2025

2024

Personnel

Personnel at year-end

66

68

Personnel, average

66

71

Personnel by category

Administration personnel

66

68

Total

66

68

EUR

2025

2024

Personnel expenses

Wages and salaries

5,312,564.87

5,653,432.59

Pension expenses - defined contribution plans

849,646.19

907,453.46

Other indirect employee expenses

139,610.65

114,523.87

Total

6,301,821.71

6,675,409.92

Employee benefits of the Board of Directors and top management are disclosed in point 30 Related party transactions of the notes to the consolidated financial statements.

116

4 AUDIT FEES

EUR

2025

2024

Auditing, KPMG Oy Ab

58,239.45

41,968.11

Auditor's statements based on laws and regulations, KPMG Oy Ab

77,732.27

16,796.63

Other services (tax services), KPMG Oy Ab

44,083.00

78,428.31

Other services (other services), KPMG Oy Ab

-

248.40

Total

180,054.72

137,441.45

5 OTHER OPERATING EXPENSES

EUR

2025

2024

Leasing and rents

2,035,526.32

2,002,489.76

IT costs

4,986,791.93

5,034,854.82

Services from Group companies

1,596,231.05

899,574.39

Loss on disposal of subsidiary shares

-

7,517.67

Other operating expenses

2,435,402.14

2,639,103.75

Total

11,053,951.44

10,583,540.39

6 FINANCIAL INCOME

EUR

2025

2024

Intra-Group dividend income

1,071,104.63

15,691,091.04

Dividend and interest income from others

285,270.04

688,123.98

Interest and other financial income, Intra-Group

478,008.90

516,588.81

Foreign exchange differences

48,117.58

20,626.07

Total

1,882,501.15

16,916,429.90

7 FINANCIAL EXPENSES

EUR

2025

2024

Impairment of non-current investments

1,486,740.16

-

Intra-Group interest expense

950,580.05

1,468,440.07

Interest expense on borrowings from others

3,211,544.91

3,861,814.05

Foreign exchange loss

123,540.37

-185,872.76

Total

5,772,405.49

5,144,381.36

117

8 APPROPRIATIONS

EUR

2025

2024

Group contributions received

9,000,000.00

12,000,000.00

Increase (-) / decrease (+) in depreciation in excess of plan

145,701.23

33,483.89

Total

9,145,701.23

12,033,483.89

9 INCOME TAXES

EUR

2025

2024

Tax on income from operations

1,296,054.51

1,702,285.51

Tax corrections for previous accounting periods

129,948.45

-4,113.17

Total

1,426,002.96

1,698,172.34

118

NOTES TO THE BALANCE SHEET, PARENT COMPANY

10 INTANGIBLE ASSETS

2025

EUR

Intangible rights

Other intangible assets

Goodwill

Total

Acquisition cost Jan 1

5,847,924.29

153,010.00

2,499,728.53

8,500,662.82

Additions

5,400.00

-

-

5,400.00

Acquisition cost Dec 31

5,853,324.29

153,010.00

2,499,728.53

8,506,062.82

Cumulative amortization Jan 1

-5,661,988.02

-153,010.00

-2,366,395.16

-8,181,393.18

Amortization for the financial year

-72,335.44

-

-133,333.37

-205,668.81

Cumulative amortization Dec 31

-5,734,323.46

-153,010.00

-2,499,728.53

-8,387,061.99

Book value Dec 31

119,000.83

-

-

119,000.83

2024

EUR

Intangible rights

Other intangible assets

Goodwill

Total

Acquisition cost Jan 1

5,834,874.29

153,010.00

2,499,728.53

8,487,612.82

Additions

13,050.00

-

-

13,050.00

Acquisition cost Dec 31

5,847,924.29

153,010.00

2,499,728.53

8,500,662.82

Cumulative amortization Jan 1

-5,575,842.87

-153,010.00

-2,162,774.86

-7,891,627.73

Amortization for the financial year

-86,145.15

-

-203,620.30

-289,765.45

Cumulative amortization Dec 31

-5,661,988.02

-153,010.00

-2,366,395.16

-8,181,393.18

Book value Dec 31

185,936.27

-

133,333.37

319,269.64

119

11 TANGIBLE ASSETS

2025

EUR

Machinery and equipment

Other tangible assets

Total

Acquisition cost Jan 1

1,437,476.44

74,711.74

1,512,188.18

Additions

2,305.20

-

2,305.20

Acquisition cost Dec 31

1,439,781.64

74,711.74

1,514,493.38

Cumulative depreciation Jan 1

-1,323,093.05

-63,371.07

-1,386,464.12

Depreciation for the financial year

-36,424.24

-3,648.31

-40,072.55

Cumulative depreciation Dec 31

-1,359,517.29

-67,019.38

-1,426,536.67

Book value Dec 31

80,264.35

7,692.36

87,956.71

2024

EUR

Machinery and equipment

Other tangible assets

Total

Acquisition cost Jan 1

1,430,916.23

66,104.18

1,497,020.41

Additions

6,560.21

8,607.56

15,167.77

Acquisition cost Dec 31

1,437,476.44

74,711.74

1,512,188.18

Cumulative depreciation Jan 1

-1,276,859.40

-60,269.32

-1,337,128.72

Depreciation for the financial year

-46,233.65

-3,101.75

-49,335.40

Cumulative depreciation Dec 31

-1,323,093.05

-63,371.07

-1,386,464.12

Book value Dec 31

114,383.39

11,340.67

125,724.06

12 INVESTMENTS

2025

EUR

Shares in Group companies

Other

Total

Acquisition cost Jan 1

174,560,995.97

2,044,879.17

176,605,875.14

Increases

15,237,244.49

98,364.40

15,335,608.89

Loan converted to investment

2,885,000.00

940,666.58

3,825,666.58

Impairment

-

-1,486,740.16

-1,486,740.16

Acquisition cost Dec 31

192,683,240.46

1,597,169.99

194,280,410.45

Book value Dec 31

192,683,240.46

1,597,169.99

194,280,410.45

2024

EUR

Shares in Group companies

Other

Total

Acquisition cost Jan 1

158,690,119.73

2,052,397.84

160,742,517.57

Increases

15,870,876.24

-

15,870,876.24

Impairment

-

-7,518.67

-7,518.67

Acquisition cost Dec 31

174,560,995.97

2,044,879.17

176,605,875.14

Book value Dec 31

174,560,995.97

2,044,879.17

176,605,875.14

The parent company’s direct holdings in Group companies are disclosed in Note 30, Related-party transactions , to the consolidated financial statements.

120

13 NON-CURRENT RECEIVABLES

EUR

2025

2024

Non-current receivables

Loan receivables from Group companies

14,789,688.00

19,824,688.00

Loan receivables from Others

-

915,875.47

Non-current receivables, total

14,789,688.00

20,740,563.47

The Company has granted loans to its subsidiaries. The total amount of the loans is EUR 14,789,688. The loan term is a maximum of 4 years or the loans have no fixed maturity date. The loans are repaid in equal instalments and interest is paid once a year. The interest rates are primarily fixed or linked to the base rate at 2.07-3.73 percent. The loans are unsecured.

14 CURRENT RECEIVABLES

EUR

2025

2024

Current receivables from Group companies

Trade receivables

4,098,272.78

3,004,821.36

Group contribution receivables

9,000,000.00

12,000,000.00

Other receivables

2,757,918.46

1,899,042.84

Current receivables from others

Current prepayments and accrued income

2,246,711.81

2,274,610.67

Tax receivables

1,364,945.49

961,714.47

Other short-term receivables

36.41

-

Current receivables, total

19,467,884.95

20,140,189.34

Main items included in prepayments and accrued income

Prepayments of IT costs

2,020,146.04

2,015,887.65

Other prepayments and accrued income on expenses

226,565.77

258,723.02

Total

2,246,711.81

2,274,610.67

15 CASH AND CASH EQUIVALENTS

EUR

2025

2024

Bank accounts and cash

19,615,870.72

13,439,829.10

Total

19,615,870.72

13,439,829.10

Cash and cash equivalents in the balance sheet correspond with the financial assets in the cash flow statement.

121

16 EQUITY

EUR

2025

2024

Restricted equity

Share capital Jan 1

5,000,000.00

5,000,000.00

Share capital Dec 31

5,000,000.00

5,000,000.00

Share premium account Jan 1

6,701,187.41

6,701,187.41

Share premium account Dec 31

6,701,187.41

6,701,187.41

Restricted equity, total

11,701,187.41

11,701,187.41

Unrestricted equity

Unrestricted equity fund Jan 1

26,186,602.11

24,079,413.43

Acquisition of a subsidiary paid in shares

-

2,107,188.68

Unrestricted equity fund Dec 31

26,186,602.11

26,186,602.11

Treasury shares Jan 1

-1,718,906.02

-1,718,906.02

Treasury shares Dec 31

-1,718,906.02

-1,718,906.02

Retained earnings Jan 1

70,864,477.47

55,983,472.78

Dividends paid

-5,554,971.84

-7,529,961.60

Retained earnings Dec 31

65,309,505.63

48,453,511.18

Profit for the financial year

4,191,110.74

22,410,966.29

Unrestricted equity total

93,968,312.46

95,332,173.56

Shareholders' equity, total

105,669,499.87

107,033,360.97

EUR

2025

2024

Distributable funds Dec 31

Retained earnings

65,309,505.63

48,453,511.18

Treasury shares

-1,718,906.02

-1,718,906.02

Unrestricted equity fund

26,186,602.11

26,186,602.11

Profit for the financial year

4,191,110.74

22,410,966.29

Distributable funds Dec 31

93,968,312.46

95,332,173.56

Number of shares Jan 1

25 350,793

25 200 793

Acquisition of a subsidiary paid in shares

-

150,000

Number of shares Dec 31

25 350 793

25 350 793

Additional information regarding the shares is disclosed in note 25, Shares and share capital , to the consolidated financial statements.

17 ACCUMULATED APPROPRIATIONS

EUR

2025

2024

Depreciation in excess of plan

50,912.02

196,613.25

Total

50,912.02

196,613.25

18 NON-CURRENT LIABILITIES

EUR

2025

2024

Loans from financial institutions

40,625,000.00

49,200,000.00

Accrued liabilities on acquisitions

638,207.46

130,518.54

Total

41,263,207.46

49,330,518.54

122

19 CURRENT LIABILITIES

EUR

2025

2024

Current liabilities to group companies

Trade payables

253,593.02

108,633.94

Internal bank account liabilities

57,356,350.43

43,996,001.04

Current liabilities to others

Trade payables

1,287,847.64

1,234,752.54

Other liabilities

350,827.18

392,726.23

Accrued expenses

2,614,002.30

2,428,844.24

Loans from financial institutions

39,514,571.74

26,650,000.00

Current liabilities total

101,377,192.31

74,810,957.99

Main items included in accrued expenses

Interest liabilities

704,739.82

450 776.67

Accrued employee expenses

1,145,016.15

1 144 376.96

Other accrued expenses

764,246.33

833 690.61

Total

2,614,002.30

2 428 844.24

20 PLEDGED, MORTGAGES AND GUARANTEES

EUR

2025

2024

Guarantees given

Other contingencies

319,557.04

319,557.04

Guarantees for Group companies

171,073.21

70,175.44

Finance Lease liabilities

For payment in next financial year

3,376,884.52

3,653,543.20

For payment later

3,498,578.78

3,855,551.42

Operating Lease liabilities

For payment in next financial year

479,956.48

450,858.58

For payment later

353,932.09

675,823.11

Credit limits

Total credit limit available

10,310,215.77

10,181,691.25

Pledges, mortgages and guarantees total

18,510,197.88

19,207,200.04

Loan guarantees on behalf of subsidiaries

Etteplan Oyj has given a Parent Company guarantee totaling EUR 156 thousand for loans, of which EUR 0 is in use, for Etteplan Poland sp.z.o.o.

21 EVENTS AFTER THE BALANCE SHEET DATE

The events described in the consolidated financial statements do not have a direct impact on the parent company.

123

We have also addressed the risk of management override of internal controls. This includes consideration of whether there was evidence of management bias that represented a risk of material misstatement due to fraud.

The Key Audit Matter

How the matter was addressed in the audit

Valuation of goodwill – Accounting Policies and Note 17 to the Consolidated Financial Statements

Goodwill, totaling EUR 126.7 million, has increased by EUR 7.5 million during the financial period as a result of acquisitions, and is a significant individual item in the consolidated balance sheet.

Goodwill is tested for impairment when indicators of impairment exist, or at least annually. Goodwill impairment testing is conducted by comparing the carrying value with the recoverable amount using a discounted cash flow model. Estimating future cash flows underlying the impairment tests involves a significant element of management judgment, particularly in respect of growth in net sales, profitability and discount rates.

Valuation of goodwill is considered a key audit matter due to the significant carrying value and high level of management judgement involved.

We critically analyzed the management’s assumptions that form the basis on which the cash flow projections for future years are prepared.

We assessed the appropriateness of the discount rate used and the technical integrity of calculations as well as for comparison of the assumptions used to the market and industry- specific data.

In addition, we assessed the adequacy of the sensitivity analyses and the appropriate presentation of notes related to impairment tests in the consolidated financial statements.

The Key Audit Matter

How the matter was addressed in the audit

Revenue Recognition – Accounting Policies and Note 4 to the Consolidated Financial Statements

Revenue recognition consists mainly of revenue from rendering of services. Total revenue amounted to EUR 361.4 million.

Revenue recognition is a key audit matter due to the significance of revenue when assessing the size of business, growth and profitability of Etteplan. Revenue recognition involves a risk of revenue being recognized in the incorrect period and at inaccurate amount due to related management estimates and large volumes of transaction data.

For projects, where either a fixed price or a target price has been determined, revenue is recognized over time based on the measured progress. Progress is measured as the proportion of actual costs to the total estimated project costs. Inaccurate cost estimates lead to erroneous revenue recognition.

We evaluated the company’s revenue recognition and accounting policies by reference to the principles of revenue recognition determined under IFRS.

We tested the effectiveness of key internal controls in place over the completeness and accuracy of revenue. We also assessed the operative effectiveness of relevant IT systems for financial reporting purposes.

We compared total revenue estimates to customer contracts for projects where revenue is recognized over time based on the project’s measured progress. In addition, we analyzed working hours recorded as work in progress projects in comparison to total hours estimated by the management. We also considered the appropriateness of the process for updating estimated project costs and project progress.

In addition, we performed substantive audit procedures to evaluate the completeness and accuracy of revenue recorded and assessed the effect of other events which require management judgment.

We have not identified key audit matters relating to the parent company’s financial statements.

126

Responsibilities of the Board of Directors and the Managing Director for the Financial Statements

The Board of Directors and the Managing Director are responsible for the preparation of consolidated financial statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU, and of financial statements that give a true and fair view in accordance with the laws and regulations governing the preparation of financial statements in Finland and comply with statutory requirements. The Board of Directors and the Managing Director are also responsible for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Board of Directors and the Managing Director are responsible for assessing the parent company’s and the group’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting. The financial statements are prepared using the going concern basis of accounting unless there is an intention to liquidate the parent company or the group or cease operations, or there is no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with good auditing practice will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

As part of an audit in accordance with good auditing practice, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the parent company’s or the group’s internal control.

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

Conclude on the appropriateness of the Board of Directors’ and the Managing Director’s use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the parent company’s or the group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the parent company or the group to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events so that the financial statements give a true and fair view.

Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the group financial statements. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opinion.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.

From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public

127

disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Other Reporting Requirements

Information on our audit engagement

We were first appointed as auditors by the Annual General Meeting on April 4, 2017, and our appointment represents a total period of uninterrupted engagement of 9 years.

Other Information

The Board of Directors and the Managing Director are responsible for the other information. The other information comprises the report of the Board of Directors and the information included in the Annual Report, but does not include the financial statements or our auditor’s report thereon. We have obtained the report of the Board of Directors prior to the date of this auditor’s report, and the Annual Report is expected to be made available to us after that date. Our opinion on the financial statements does not cover the other information.

In connection with our audit of the financial statements, our responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. With respect to the report of the Board of Directors, our responsibility also includes considering whether the report of the Board of Directors has been prepared in compliance with the applicable provisions, excluding the sustainability report information on which there are provisions in Chapter 7 of the Accounting Act and in the sustainability reporting standards.

In our opinion, the information in the report of the Board of Directors is consistent with the information in the financial statements and the report of the Board of Directors has been prepared in compliance with the applicable provisions. Our opinion does not cover the sustainability report information on which there are provisions in Chapter 7 of the Accounting Act and in the sustainability reporting standards.

If, based on the work we have performed on the other information that we obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Helsinki, 17 March 2026

KPMG OY AB Audit Firm

Kim Järvi Authorised Public Accountant, KHT

128

Responsibilities of the Board of Directors and the Managing Director

The Board of Directors and the Managing Director of Etteplan Oyj are responsible for:

the group sustainability report and for its preparation and presentation in accordance with the provisions of Chapter 7 of the Accounting Act, including the process that has been defined in the sustainability reporting standards and in which the information for reporting in accordance with the sustainability reporting standards has been identified,

the compliance of the group sustainability report with the requirements laid down in Article 8 of the Regulation (EU) 2020/852 of the European Parliament and of the Council on the establishment of a framework to facilitate sustainable investment, and amending Regulation (EU) 2019/2088, and for

such internal control as the Board of Directors and the Managing Director determine is necessary to enable the preparation of a group sustainability report that is free from material misstatement, whether due to fraud or error.

Inherent Limitations in the Preparation of a Sustainability Report

Preparing a group sustainability report requires a company to make materiality assessment to identify relevant matters to report. This includes significant management judgement and choices. It is also characteristic to the sustainability reporting that reporting of this kind of information includes estimates and assumptions as well as measurement and estimation uncertainty.

The determination of greenhouse gases is subject to inherent uncertainty due to the incomplete scientific data used to determine the emission factors and the numerical values needed to combine emissions of different gases.

When reporting forward-looking information in accordance with ESRS standards, a company’s management is required to make assumptions about possible future events, and to disclose the company’s possible future actions in relation to those events, as well as to prepare the forward-looking information based on these assumptions. Actual results are likely to differ because forecasted events often do not occur as expected.

Responsibilities of the Authorized Group Sustainability Auditor

Our responsibility is to perform an assurance engagement to obtain limited assurance about whether the group sustainability report is free from material misstatement, whether due to fraud or error, and to issue

a limited assurance report that includes our opinion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the decisions of users taken on the basis of the group sustainability report.

Compliance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised) requires that we exercise professional judgment and maintain professional scepticism throughout the engagement. We also:

Identify and assess the risks of material misstatement of the group sustainability report, whether due to fraud or error, and obtain an understanding of internal control relevant to the engagement in order to design assurance procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the parent company’s or the group’s internal control.

Design and perform assurance procedures responsive to those risks to obtain evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Description of the Procedures That Have Been Performed

The procedures performed in a limited assurance engagement vary in nature and timing from, and are less in extent than for, a reasonable assurance engagement. The nature, timing and extent of assurance procedures selected depend on professional judgment, including the assessment of risks of material misstatement, whether due to fraud or error. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed.

Our procedures included for ex. the following:

We interviewed the company’s management and persons responsible for collecting and preparing the information contained in the group sustainability report.

Regarding the double materiality assessment process, we assessed the implementation of the process carried out by the company and the information disclosed on the double materiality assessment process in relation to the requirements of the ESRS standards.

Through interviews we gained understanding of the key processes related to collecting and consolidating the sustainability information.

130

We got acquainted with the group’s internal guidelines and operating principles relevant to the sustainability information disclosed in the group sustainability report.

We got acquainted with the background documentation and documents prepared by the company, as applicable, and assessed whether they support the information included in the group sustainability report.

We assessed the information disclosed on material sustainability matters in the group sustainability report in relation to the requirements of the ESRS standards.

In relation to the EU taxonomy information, we gained understanding about the process by which the company has defined taxonomy eligible and taxonomy aligned activities, and assessed the regulatory compliance of the information provided.

Helsinki, 17 March 2026

KPMG OY AB Authorized Sustainability Audit Firm

Kim Järvi Authorized Sustainability Auditor, KRT

131

The engagement includes procedures to obtain evidence on:

whether the primary financial statements in the consolidated financial statements that are included in the ESEF financial statements have been tagged, in all material respects, with iXBRL tags in accordance with the requirements of Article 4 of the Commission’s regulatory technical standard and

whether the notes and company’s identification data in the consolidated financial statements that are included in the ESEF financial statements have been tagged, in all material respects, with iXBRL tags in accordance with the requirements of Article 4 of the Commission’s regulatory technical standard and

whether there is consistency between the ESEF financial statements and the audited financial statements.

The nature, timing and extent of the selected procedures depend on the auditor’s judgment. This includes an assessment of the risk of a material deviation due to fraud or error from the requirements of the Commission’s regulatory technical standard.

We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Opinion

Our opinion pursuant to Chapter 7, Section 8 of the Securities Markets Act is that the primary financial statements, notes and company’s identification data in the consolidated financial statements that are included in the ESEF financial statements of Etteplan Oyj 7437006I5533R06JU690-2025-12-31-1-fi.zip for the financial year ended 31.12.2025 have been tagged, in all material respects, in accordance with the requirements of the Commission’s regulatory technical standard.

Our opinion on the audit of the consolidated financial statements of Etteplan Oyj for the financial year ended 31.12.2025 has been expressed in our auditor’s report dated 17.3.2026. With this report we do not express an opinion on the audit of the consolidated financial statements nor express another assurance conclusion.

Helsinki 17 March 2026

KPMG OY AB Audit Firm

Kim Järvi Authorised Public Accountant, KHT

133

Etteplan Oyj Tekniikantie 4 D 02150 Espoo, Finland Tel. +358 10 3070 www.etteplan.com

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