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© ATOSS Software SE 20262 © ATOSS Software SE 2026 This presentation contains forward-looking statements based on the beliefs of ATOSS Software SE. Such statements reflect current views of ATOSS Software SE with respect to future events and results and are subject to risks and uncertainties. Actual results may vary materially from those projected here, due to factors including changes in general economic and business conditions, the introduction of competing products, lack of market acceptance of new products, services or technologies and changes in business strategy. ATOSS Software SE does not intend or assume any obligation to update these forward-looking statements. ATOSS Software SE 2026 Disclaimer

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© ATOSS Software SE 20263 ATOSS – Leading in the field of Workforce Management Strong position in growing WFM market fueling Ambition 2030 Ambition 1. As of 12/31/2025 ; 2. Cloud w/o Crewmeister; 3. ARR churn in Cloud w/o Crewmeister We are a leading Workforce Management provider with solutions for international Enterprise, SMB, and small-business customers, fueled by strong historic growth and performance metrics to drive our future growth strategy Key factors supporting growth ambition1Total revenue in EURm 114 151 171 189 2022 2023 2024 2025 2026 guidance 2027 proj. 2030 ambition 210-215 235-245 ~400 18.5% ~ 1,200 Enterprise customers ~ 2,000 SMB customers ~ 17,900 small business customers ~ 18,800 Cloud customers >4m employees integrated in ATOSS solutions 113.2% Net retention rate2 96.0% Gross retention rate3 % % 850+ employees 36% EBIT margin Double-digit revenue growth (yoy since FY14) % 27% 34% 37% 36%EBIT% >35%~37% ≥35% Rule of 44% Rule of 67% Rule of 50% Rule of 42% Rule of ≥ 46% Rule of ≥ 47% 12-14%

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© ATOSS Software SE 20265 Workforce Management landscape continues to grow and evolve 2025 2026 2027 2028 2029 2030 9.7 10.6 11.7 12.8 14.1 15.4 10% 1. ATOSS estimates and third-party data as of April 2026; 2. ILOSTAT 31% 39% 21% 5% 4% Europe North America Asia Pacific MEA LATAM 11% 10% 10% 9% 9% Market size by geo (2025)1 CAGR by geo (2025-2030)1WFM market size development ($bn)1 75% 50% 25% Regulatory complexity drives Workforce ManagementAI-driven structural shift in Workforce Management New data indicates a larger TAM and higher CAGR: • AI structurally expands WFM’s scope, transforming it from efficiency software into a mission-critical platform for steering skills, tasks and workforce readiness Strategic relevance: Data-driven WFM evolves from an operational HR tool into a strategic management discipline linked to technology decisions Granularity: Effective WFM requires granular insight into tasks, skills, timing and automation potential, rather than static job roles Focus shift: Workforce planning shifts from managing headcount to steering skills and capabilities as AI changes how work is performed AI impact: AI fundamentally reshapes tasks, skills and roles across functions, accelerating change beyond traditional workforce models Global collective bargaining coverage rate2

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© ATOSS Software SE 20266 Optimizing workforce capacity, productivity and compliance Workforce Management as a driver of operational performance 1 2 5 4 3 Time & attendance Integrated workforce scheduling Demand-driven workforce scheduling Strategic workforce capacity planning Productivity benchmarking Workforce Management as a strategic capability Business impact of Workforce Management • Aligns workforce demand with available capacity • Improves productivity and operational efficiency • Ensures compliance with working-time regulations • Enables data-driven operational and strategic decisions • Advances workforce optimization Workforce Management within the HCM landscape Human Capital Management • Employee lifecycle management • Recruiting & onboarding • Payroll & compensation • Learning & development • Talent management Workforce Management • Demand forecasting • Capacity planning • Workforce scheduling • Time & attendance • Workforce analytics & optimization ≠ While HCM focuses on managing employees throughout their lifecycle, Workforce Management focuses on aligning workforce capacity with operational demand.

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© ATOSS Software SE 20267 ATOSS’ product portfolio supports customers‘ shifting needs Full-range solutions span varying areas of need and complexity, resulting in strong ROI for customers ATOSS helps companies to have ... …the right employee …with the right qualification …at the right place …at the right time …at the right cost …at full compliance …with optimal employee experience Goal Demand and cost-optimized synchronization of working time and order volume Current situation Fluctuation in demand Little flexibility and long response times Staff hours Time Time Non-demand-optimized Demand-optimized Surplus/shortfall OPTIMIZATION POTENTIAL Personnel availability AFTER OPTIMIZATIONStaff hours up to 70% Reduced personnel costs in HR up to 80% Reduced planning effort up to 90% Savings in overtime up to 50% Increased efficiency up to 10,000 h/p.a. Freeing up capacities through self-services up to 75% Time savings through automatic reports Exemplary: Effects generated from ATOSS projects – Cross-industry (figures per year)1 1. Figures based on specific client case studies

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© ATOSS Software SE 20268 Workforce Management by ATOSS in a nutshell Efficiency via highly flexible staff deployment Full-range provider Retail Manufacturing Logistics Healthcare Services >10k >1k >500 >30 1-30 Complexity of requirements Industry focus: ATOSS Staff Efficiency Suite ATOSS Time Control Crewmeister # of employees 1. Included in ATOSS product vision HCM vendor agnostic Time Evaluation Engine (TEE) Time Management Personnel Deployment Planning Qualification Management Absence Management Self Services Forecasting

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© ATOSS Software SE 202610 ATOSS – 21st record year anticipated Running like clockwork Strong growth track record, excellent traction in Cloud transition and expansion outside the DACH region Total revenue in EURm Recurring revenue in EURm EBIT in EURm 52% NON-DACH revenue in EURm 1. Average growth rate; 2. EBIT as % of total revenue Q1-Q3 ’24 97.1 (70%) 42.2 Q1-Q3 ’25 113.8 (73%) 42.0 Q1-Q3 ’26 34.3 Q1-Q3 ’22 64.9 (59%) 45.4 Q1-Q3 ’23 81.8 (65%) 44.181.6 110.3 125.9 139.3 155.8 47.3 (58%) +35% +14% +11% +12% Recurring revenue Non-recurring revenue Q1-Q3 ’24 67.6 (70%) 29.6 Q1-Q3 ’25 85.2 (75%) 28.6 Q1-Q3 ’26 23.3 Q1-Q3 ’22 38.4 (59%) 26.5 Q1-Q3 ’23 52.7 (64%) 29.147.3 64.9 81.8 97.1 113.8 24.0 (51%) +37% +26% +19% +17% Cloud and subscriptions Maintenance Q1-Q3 ’22 Q1-Q3 ’23 Q1-Q3 ’24 Q1-Q3 ’25 Q1-Q3 ’26 21.6 36.7 45.7 48.2 57.3+28% p.a. 2.1 (52%) 1.9 Q1-Q3 ’22 3.4 (57%) 2.6 Q1-Q3 ’23 4.1 (54%) 3.5 Q1-Q3 ’24 5.4 (66%) 2.8 Q1-Q3 ’25 6.9 (57%) 5.1 Q1-Q3 ’26 4.0 6.0 7.5 8.2 12.1 +32% p.a. Recurring revenue Non-recurring revenue

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© ATOSS Software SE 202611 Strong development of recurring revenue driven by Cloud & Subscriptions Cloud & Subscription backlog growth (YoY)2 in EURm ARR Cloud & Subscriptions in EURmARR Total (Cloud & Subscriptions + Maintenance) in EURm Q3 25 Q3 26 95.4 119.4 +25% ARR backlog Total (12 months)1 in EURm 1. ARR backlog Total (12 months) = Total ARR + contractually committed additions, expansions and churn for the next 12 months 2. Incremental Cloud & Subs. order backlog added (YoY) = Year -on-year change in ARR Cloud & Subscription order backlog (12 months) 95.4 38.7 Q3 25 119.4 37.7 Q3 26 134.1 157.1 +17% Q3 25 Q3 26 21.6 23.4 +8% Cloud & Subscriptions Maintenance 101.7 37.9 Q3 25 125.0 36.4 Q3 26 139.6 161.4 +16% Cloud & Subscriptions Maintenance

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© ATOSS Software SE 202612 ATOSS Cloud & Subscriptions development by products Q3 2026 11.5 Existing Customers ARR Customer Base 12.5 New & Migrated Customers ARR 09.2026 95.4 106.9 119.4 ARR 09.2025 +25% 112% Net Retention Rate GRR2 NRR3 ASES 70.0 ATC 16.9 93.9% 11.2 116.0% 81.1 7.1 88.3 95.1% 1.0 106.1% 18.0 2.4 20.3 Crewmeister 8.5 91.7% 7.8 3.0 10.8-0.7 Cloud & Subscriptions ARR1 in EURm 1. ARR (Annual Recurring Revenue) comprises the turnover generated by the company over the next 12 months on the basis of cur rent monthly cloud usage fees applicable as of the qualifying date 2. Gross Retention Rate: Percentage of existing customers or revenue retained over the last 12months, excluding expansion and new customers 3. Net Retention Rate: Revenues generated from existing customers as of PY - taking into account expansion and churn (based on PY ARR) 79.6%

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© ATOSS Software SE 202614 Why AI augments enterprise software instead of replacing it A simple way to think about where value really comes from Top 5 common investor concerns Concern 1 Vibe coding replaces software Concern 2 AI destroys competitive moats Concern 3 LLMs move up the stack Concern 4 Seats get cannibalized Concern 5 AI monetisation dilutes revenue quality How about enterprise software? • In enterprise software, code is not the main source of value. • Where value really comes from: – ~20%: Writing and maintaining code → highly automatable by AI – ~80%: Domain expertise, regulatory logic, complex workflows, reliability, integration, support, accountability How about enterprise software? • In enterprise software, the moat isn’t the code. The moat is the trust, workflows, integrations, and accountability built around it. • AI helps you write software but doesn’t assure to successfully run mission-critical enterprise outcomes. How about enterprise software? • LLMs are horizontal infrastructure; enterprise software is vertical, domain-specific and process-embedded. • AI expands what software can automate but owning enterprise processes means owning risk, regulation, and accountability. That keeps AI in an enabling role, not a replacing one. How about enterprise software? • Enterprise software demand scales with complexity and regulation, not headcount. • Solutions covering blue collar workers are significantly less affected by AI driven productivity gains (hospitals, retail, logistics, manufacturing). • Pricing pressure drives new monetisation models (hybrid pricing models) yet not revenue erosion . How about enterprise software? • In enterprise software, core functionality (system of record, compliance, workflows) remains subscription-based, as enterprise customers expect predictable pricing for mission-critical services. • AI is layered on top as incremental functionality, allowing flexible monetisation without compromising contractual stability or software quality. → AI changes how enterprise software is built, not why it is bought. → AI disrupts simplicity, not complexity. → Software built on deep domain logic becomes stronger with AI, not obsolete. → LLMs enhance enterprise software, but software remains the system of record and monetisation layer. → AI challenges mechanical seat-based pricing logic, but not the underlying willingness to pay for enterprise software and the value it creates. → AI monetisation is additive, expanding value without harming predictability or quality.

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© ATOSS Software SE 202615 Why the moat of ATOSS is exceptionally strong WFM is one of the most complex and risk-critical enterprise processes Hundreds of rules interact Premiums and allowances involve hundreds of rule combinations per enterprise company. Rules depend on time, role, qualification, location and contract — with many exceptions. One company, many rulebooks Large enterprises apply dozens of collective agreements in parallel. Even the same union differs by region and entity (e.g., IG Metall Bavaria ≠ IG Metall NRW). Labour law is part of daily operations Core legal requirements (rest periods, max hours, night and Sunday work) are continuously monitored and enforced automatically. Rules change constantly In Germany alone, 5,580 collective agreements were negotiated in 2025. Changes must be reflected instantly, continuously and audit-safe. Highly complex end- to-end processes with full compliance Large enterprises require precise forecasting (input criteria: employee skills & desires, volume, time, costs, etc.) to enhance efficiency, service levels, as well as employee satisfaction. So what? WFM is one of the most complex and risk-critical enterprise processes. Enterprises don’t want to own this risk — LLMs can’t either. ATOSS does. ATOSS selected five critical moats Deep Embeddedness Deep embeddedness in mission-critical workforce systems Trusted AI control* Own trusted ATOSS AI Agents that are fully controlled *AI-era moat extension High Accuracy Verified outcomes (payroll- grade) which are not probabilistic System-of-record for WFM Clear ownership and domain specific data repository – to transition to system of intelligence Verifiable Governance Audit trails, complete EU regulatory compliance, checks and balances (legally secure)

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© ATOSS Software SE 202616 Strong enterprise foundations unlock AI at scale A deliberate, multi-year product strategy to move from system-of-record to system-of-intelligence Phase 1* - Bring flexibility and agility Phase 2* - Simplification Phase 3* - System-of-intelligence Mobile-first (2021 - 2024) • Simplified and seamless user experience across various clients (mobile, browser, etc.) • Support structured collaboration across the organisation’s workforce (employees, managers, planners, etc.) • Capture workforce decisions directly at the point of execution AI delivers best outcomes when it works based on good infor- mation, not only assumptions * Applies across all ATOSS product lines (ASES, ATC, and Crewmeister) AI-/Agent-first (since 2024) • Agentic AI to support end users for enhanced productivity • Operationalize AI through role-specific agents embedded in core processes • Agent first approach within development organisation to reap the benefits of AI at ATOSS • Execute AI-driven decisions under full ATOSS governance and control Only now does AI become safe, scalable and executable at scale Cloud-first (2020 - 2023) • Reduce time-to-market • Move system architecture into a flexible cloud-native setup with enhanced governance, security and robust infrastructure • Centralise data, rules and compliance logic, while leveraging hyperscaler and PaaS innovation • Embrace an open ecosystem, enabling seamless integrations through APIs AI only scales safely on dependable foundations

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© ATOSS Software SE 202617 ATOSS turns embedded enterprise complexity into AI advantage Our AI product strategy is deliberately built on four core pillars Conversational & automated execution Natural, frictionless user interaction by embedding AI copilots into role-based workflows and interfaces = faster execution, higher adoption, and seamless user experience AI recommendations & decision support Smarter, context-aware operational choices by analyzing real-time data, goals, and constraints to surface next-best actions = precision, agility, and confident decision-making at every level AI-driven configuration Conversational automated configuration transitioning to self-adjusting compliance and planning systems by continuously tuning rules, models, and parameters from data patterns for domains = faster scaling, reduced manual effort, and always- on compliance Predictive insights & analytical AI Foresight across workforce and operational planning by using historical and live signals to forecast, detect anomalies, and simulate outcomes = proactive control, risk mitigation, and future-ready strategies

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© ATOSS Software SE 202618 Product update Current AI services portfolio and roadmap Agentic use Chat-based AI assistant to speed up and automates routine planning tasks. Q2 2026 AI supported forecasting AI based absence rate forecasting for illness & vacation Q4 2026 Business intelligence AI based business analytics to improve planning process Q3 2026 Demand driver forecasting Multivariate models project workload and staffing from key demand drivers Q2 2025 Absence rate forecasting AI based absence rate forecasting for illness & vacation Q3 2025 Workforce intelligence Data-driven and AI supported insights on fluctuation, overtime and absences Q4 2025 AI-based crew administrator Introduction of set-up guides, proactive AI, signals/alerts and recommendations Q3 2026 1. Expert Agent V1 (Information Retrieval and Task Execution) 2. Staff Center Agent (Self-Service use-cases) Q4 2026 1. Expert Agent V3 2. Master Data Mgmt. Agent V2 3. Configuration Agent V2 (Configuration beyond Workforce Policy) 4. Workforce Skill Intelligence Agent 5. Data Quality Agent 6. TeamFlow Agent 7. Schedule Scenario Agent (Simulate different schedule scenarios to test the impact of a variety of decisions) 2028 Advanced AI capabilities General AI Assistant integration, smart clock-in reminders and smart scheduling suggestions 2027 2025 2026 2027/28 Further roll-out of agents, forecast & BI Integrate agent into conversation flow, expand agent to expert use cases, Add ad-hoc data visualisations, etc. 2027 AI is one of our core investment areas in the years ahead, supporting our 2030 ambition by unlocking new revenue streams, capturing synergies, expanding our total addressable market, and thus accelerating organic growth. 1. Expert Agent V2 (Retail) 2. Master Data Mgmt. Agent V1 3. Wellbeing Insight Agent 4. Workforce Anomaly Agent 5. Configuration Agent V1 (Focus on Workforce Policy) 2027

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© ATOSS Software SE 202619 AI already embedded in ATOSS’ core workflows Demand driver forecasting Ensure seamless operations Balanced personnel levels enable employees to deliver higher-quality work with greater confidence, while minimizing service disruptions and revenue loss. Improve employee satisfaction Demand-driven personnel reduces employee stress by balancing workloads, impacting morale and employee turnover. Optimise personnel costs Forecast demand down to the minute to minimize overstaffing costs and ensure you have the right employees in the right place. Boost competitiveness Streamlined operations, cost savings, and improved service quality position your organization to outperform competitors. How does it work? Daily import of data points Administrator reviews data points Future demand is forecasted Forecasted demand converted to personnel demand Planner uses personnel demand to create monthly schedule Administrator alerted with a notification Anomaly Check If an anomaly is identified… Forecasting Service (powered by AI) Anomaly Detection Service (powered by AI)

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© ATOSS Software SE 202621 Core pillars of ATOSS’ growth strategy Growth leading the way for increased recurring revenue from Cloud business and an ever-growing global subscriber base Continuous steady growth while actively driving cloud transformation of business Continued focus on operational excellence to maintain and further expand margins of business Increase international revenue share outside the DACH region Further product development and enhancement, e.g., AI & Analytics Projections 2025-2027 EBIT margins ≥35% (Target: Year end 2027) Increasing share of recurring revenue ~ 75% (Target: Year end 2027) R&D investment ~16% of total revenue Advance full range strategy with solutions for enterprise, mid- market and SMEs customers (Crewmeister) Crewmeister outlook 2027 • ~27.000 customers • ARR of ~15m EUR • Reach profitability • ATOSS solution is deployed across most of the European countries and supports 11 software languages, enabling multilingual functionality • In 2025, 6% of revenue is generated outside the DACH region • We will focus on driving revenue in our existing European markets, to further expand international revenue share 2025-2027: Total revenue growth CAGR 12-14%

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© ATOSS Software SE 202622 Ambition ATOSS Cloud transformation (1/2) Growth leading the way for increased recurring revenue (model projection) 2022 59% 2023 65% 2024 70% 2025 ~72% 2026 guidance ~75% 2027 proj. ~80% 114 151 171 189 210-215 235-245 ~400 2030 ambition 58% +33% +13% +11% 12-14%¹ Non Recurring Recurring 1. Compound Annual Growth Rate Revenue in EURm and growth in % (YOY)

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© ATOSS Software SE 202623 Ambition ATOSS Cloud transformation (2/2) Growth leading the way for increased recurring revenue (model projection) 66% 2025 ~5% ~23% ~72% ~4% ~17% ~79% 2027 proj. 2030 ambition 49% 16% 40% 44% 2022 18% 33% 2023 11% 31%78 108 125 141 160-165 2026 proj. ~320 58% 2024 6% 28% 183-191 +38% +15% +13% ~14-16%² Licenses Maintenance Maintenance/Cloud1 Cloud & Subscriptions 1. Depending on extent of transformation of existing on- premise customers into Cloud and subscription customers; 2. Compound Annual Growth Rate Software revenue in EURm and growth in % (YOY)

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© ATOSS Software SE 202624 ATOSS - Growth projections Strong growth and margins while building recurring revenue Total revenue 210-215 EURm EBIT margin ~37% Increasing share of recurring revenue (Target: Year end 2027) ~75% Total revenue growth (Base: Year end 2025) CAGR 12-14% Software revenue growth (Base: Year end 2025) CAGR 14-16% EBIT margin (Target: Year end 2027) ≥35% Projections 2026 - 2027Guidance 2026

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© ATOSS Software SE 2026 01 02 03 04 05 06 Group Level: Detailed Financials H1 2026 Group Level: Financials & KPIs until 2025 Crewmeister: Financials & Outlook The ATOSS Share People at ATOSS Sustainability at ATOSS Table of Attachments Additional attachments

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© ATOSS Software SE 202628 Software Consulting Hardware & Others 117,490 EURk Recurring: 113,776 EURk Non-recurring: 3,715 EURk 31,186 EURk 7,126 EURk Revenue 155,802 EURk Gross profit 120,855 EURk Cost of sales (34,947 EURk) Operating profit 57,292 EURk Operating expenses (63,563 EURk) Net profit 38,963 EURk Financial Earnings 0,757 EURk Tax (19,086 EURk) S&M (28,106 EURk) R&D (21,925 EURk) G&A (12,934 EURk) Other (0,598 EURk) Income statement Q1-Q3 2026

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© ATOSS Software SE 202629 Cost ratios Actual vs. Plan 2026 R&D as % of total revenue S&M as % of total revenue G&A as % of total revenue Cost of sales as % of total revenue 22.4% -0.8 pp1 14.1% 18.0% 8.3% -1.6 pp1 -2.3 pp1 -0.5 pp1 Actual cost ratios 2026 in % R&D as % of total revenue S&M as % of total revenue G&A as % of total revenue Cost of sales as % of total revenue 23.2% Planned cost ratios FY 20262 in % 15.7% 20.3% 8.8% Total revenue: EUR 155.8m 1. Delta to Plan 2026 2. Excl. additional cost reserve of 1.5% for specific investments

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© ATOSS Software SE 202630 Financial development – impressive cash position Q1-Q3 2026 49,474 9,351 -36,531 -206 Q1-Q3 ‘25 75,720 -526 -39,051 -252 Q1-Q3 ‘26 22,089 35,891 Operating activities Investment activities Financial activities Exchange rates 91,227 5,264 6,453 20,289 12/25 127,118 5,216 6,313 20,289 09/26 123,232 158,935 35,891 EURk Cash & cash equivalents Investment funds Gold Fix. Long -term deposits Change in cash & cash equivalents Cash flow in EURk Liquidity in EURk €36.3m Dividend payment

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© ATOSS Software SE 202631 Income statement (IFRS) Q1-Q3 2026 vs. Q1-Q3 2025 EURk1 Q1-Q3 2026 % of total revenue Q1-Q3 2025 % of total revenue YoY % Total revenue 155,802 100% 139,327 100% 12% Software 117,490 75% 103,178 74% 14% Cloud & Subscriptions 85,195 55% 67,552 48% 26% Maintenance 28,581 18% 29,580 21% -3% Licenses 3,715 2% 6,046 4% -39% Consulting 31,186 20% 29,576 21% 5% Hardware 3,220 2% 2,833 2% 14% Others 3,906 3% 3,741 3% 4% EBITDA 60,886 39% 51,683 37% 18% EBIT 57,292 37% 48,167 35% 19% EBT 58,049 37% 50,498 36% 15% Net profit 38,963 25% 34,056 24% 14% EPS in euro 2.45 2.14 14% 1. Figures may not sum exactly due to rounding differences

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© ATOSS Software SE 202632 Income statement (IFRS) Q3 2026 - Q3 2025 EURk1 Q3 2026 Q2 2026 Q1 2026 Q4 2025 Q3 2025 Total revenue 52,569 51,791 51,442 49,931 47,240 Software 39,798 39,406 38,286 37,502 34,938 Cloud & Subscriptions 29,509 28,655 27,031 25,132 23,435 Maintenance 9,426 9,533 9,621 9,631 9,730 Licenses 863 1,218 1,634 2,739 1,773 Consulting 10,215 9,856 11,115 10,052 10,127 Hardware 1,073 1,279 868 846 855 Others 1,483 1,250 1,173 1,530 1,321 EBITDA 22,243 19,284 19,359 21,200 18,390 EBIT 21,071 18,062 18,159 19,961 17,182 EBT 21,462 17,673 18,914 21,443 18,254 Net profit 14,404 11,763 12,796 14,311 12,336 EPS in euro 0.91 0.74 0.80 0.90 0.77 1. Figures may not sum exactly due to rounding differences

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© ATOSS Software SE 202633 Cash Flow Statement (IFRS) Operating activities EURk1 Q1-Q3 2026 Q1-Q3 2025 Earnings before taxes 58,049 50,498 Depreciation 3,594 3,516 Financial income -1,445 -2,835 Financial expenses 689 504 Non-cash personnel expenses 3,460 820 Payouts from share-based remuneration -1,559 0 Change in net current assets Trade receivables -4,142 -4,643 Other current non-financial assets -1,269 -459 Capitalized contract costs 31 -2,147 Other assets -131 -117 Trade accounts payable -1,870 -382 Other current financial and non-financial liabilities2 -12 1,575 Other current and non-current provisions -2,033 617 Other non-current financial liabilities2 -1,035 1,214 Contractual liabilities 28,960 25,983 Interest received 1,108 1,326 Interest paid -1 -1 Income taxes received 120 107 Income taxes paid -6,793 -26,102 Cash flow generated from operating activities (1) 75,720 49,474 1. Figures may not sum exactly due to rounding differences; 2. Adjustment/Reclassification of previous year’s figures with respe ct to maturities

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© ATOSS Software SE 202634 Cash Flow Statement (IFRS) Investment and financing activities EURk1 Q1-Q3 2026 Q1-Q3 2025 Cash flow from investment activities Expenditure for the purchase of tangible and intangible assets -526 -649 Proceeds from the disposal of financial assets 0 10,000 Cash flow generated from investment activities (2) -526 9,351 Cash flow from financing activities Redemption element leasing liabilities IFRS 16 -2,665 -2,549 Interest element leasing liabilities IFRS 16 -120 -101 Dividends paid -36,266 -33,880 Cash flow generated from financing activities (3) -39,051 -36,531 Changes in cash and cash equivalents - total (1) - (3) 36,143 22,295 Cash and cash equivalents at the beginning of the period 91,227 82,667 Effects of exchange rate changes on cash and cash equivalents -252 -206 Cash and cash equivalents at the end of the period 127,118 104,756 1. Figures may not sum exactly due to rounding differences

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© ATOSS Software SE 202635 Balance Sheet (IFRS) Assets EURk1 September 30, 2026 December 31, 2025 Non-current assets Intangible assets 69 114 Property, plant and equipment 3,529 3,898 Rights of use 11,540 6,377 Capitalized contract costs 11,418 11,449 Other non-current financial assets and precious metals 2,226 2,231 Total non-current assets 28,783 24,069 Current assets Trade receivables 15,102 10,960 Other current financial assets and precious metals 30,153 30,302 Other current non-financial assets 5,071 3,594 Cash and cash equivalents 127,118 91,227 Total current assets 177,445 136,083 Total assets 206,228 160,152 1. Figures may not sum exactly due to rounding differences

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© ATOSS Software SE 202636 EURk1 September 30, 2026 December 31, 2025 Equity Subscribed capital 15,906 15,906 Capital reserve 3,949 2,048 Equity deriving from unrealized profits/losses 1,286 1,286 Unappropriated net income 80,609 77,912 Equity attributable to the equity holders of the parent company 101,750 97,153 Non-controlling interests -109 -109 Total Equity 101,641 97,044 Non-current liabilities Pension provisions 1,022 993 Other non-current provisions 1,314 670 Other non-current financial liabilities 3,328 4,363 Non-current lease liabilities 8,950 3,676 Deferred tax liabilities 3,326 3,907 Total non-current liabilities 17,940 13,608 Current liabilities Trade accounts payable 716 2,586 Contractual liabilities 32,261 3,300 Current lease liabilities 2,965 3,159 Other current financial liabilities 6,421 6,105 Other current non-financial liabilities 17,540 17,795 Tax liabilities 26,468 13,601 Other provisions 277 2,954 Total current liabilities 86,647 49,501 Total equity and liabilities 206,228 160,152 Balance Sheet (IFRS) Equity and Liabilities 1. Figures may not sum exactly due to rounding differences

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© ATOSS Software SE 202638 ATOSS – 20th record year achieved Running like clockwork Strong growth track record, excellent traction in Cloud transition and expansion outside the DACH region Total revenue in EURm Software revenue in EURm EBIT in EURm 13%2 25%224%2 37%2 52% NON-DACH revenue in EURm 22 24 27 29 29 32 33 36 40 45 50 55 63 71 86 97 114 151 171 189 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 +11% +7%1 +15%1 3 4 5 6 7 7 8 8 10 11 14 14 17 19 26 27 31 52 63 69 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 +9% 2023 13.5 111.3 (89%) 8.8 131.9 (94%) 2025 16.539.5 (71%) 2020 2024 17.2 48.8 (74%) 2021 12.6 65.8 (84%) 2022 19.6 88.6 (82%) 56.0 66.0 78.4 108.2 124.9 140.7 +18% +19% +38% +15% Non Recurring Revenue Recurring Revenue 40% 2021 52% 2022 55% 2023 57% 2024 63% 2025 4.0 5.6 8.4 9.8 11.630%1 Non Recurring Recurring 37%2 1. Average growth rate; 2. EBIT as % of total revenue

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© ATOSS Software SE 202639 Cloud & Subscriptions MRR & ARR Total development FY 2025 Share of Cloud & Subscriptions in revenue in % 5% 70% 21% 5% Licences Recurring Revenue CSS HW & Others (Cloud & Subscriptions (49%); Maintenance (21%)) 41% Q1-Q4 2021 52% Q1-Q4 2022 60% Q1-Q4 2023 65% Q1-Q4 2024 70% Q1-Q4 2025 100% Increasing share of Cloud & Subscriptions in recurring revenue Maintenance Cloud & Subscriptions Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 10.1 11.8 13.0 13.6 14.5 16.4 17.5 18.7 19.7 21.4 22.8 23.4 25.1 +28% Cloud & Subscriptions revenue in EURm 2022 2023 2024 2025

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© ATOSS Software SE 202640 Strong development of recurring revenue driven by Cloud & Subscriptions Cloud & Subscription backlog growth (YoY)2 in EURm ARR Cloud & Subscriptions in EURmARR Total (Cloud & Subscriptions + Maintenance) in EURm Q4 24 Q4 25 79.3 101.3 +28% ARR backlog Total (12 months)1 in EURm 1. ARR backlog Total (12 months) = Total ARR + contractually committed additions, expansions and churn for the next 12 months 2. Incremental Cloud & Subs. order backlog added (YoY) = Year -on-year change in ARR Cloud & Subscription order backlog (12 months) Q4 24 Q4 25 118.4 139.6 39.2 79.3 38.3 101.3 +18% Q4 24 Q4 25 21.5 23.3 +8% Maintenance Cloud & Subscriptions Q4 24 Q4 25 124.1 146.5 38.3 85.8 37.5 109.1 +18% Maintenance Cloud & Subscriptions

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© ATOSS Software SE 202641 ATOSS Cloud & Subscriptions development by products FY 2025 8.9 Existing Customers ARR Customer Base 13.1 New & Migrated Customers ARR 12.2025 79.3 88.2 101.3 ARR 12.2024 +28% 111% Net Retention Rate GRR2 NRR3 ASES 58.1 ATC 14.1 96.3% 8.5 114.7% 66.7 7.9 74.6 94.8% 1.0 106.9% 15.1 2.4 17.5 Crewmeister 7.0 91.7% 6.4 2.7 9.2-0.6 Cloud & Subscriptions ARR1 in EURm 1. ARR (Annual Recurring Revenue) comprises the turnover generated by the company over the next 12 months on the basis of cur rent monthly cloud usage fees applicable as of the qualifying date 2. Gross Retention Rate: Percentage of existing customers or revenue retained over the last 12months, excluding expansion and new customers 3. Net Retention Rate: Revenues generated from existing customers as of PY - taking into account expansion and churn (based on PY ARR) 77.4% Note: All 2025 figures are preliminary and unaudited

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© ATOSS Software SE 202642 ATOSS sales by segment1 22% 32%15% 18% 3% 10% Retail ProductionServices Healthcare & Social Services other Logistics 1. FY 2025/revenue ATOSS’ five largest customers account for approx. 7 percent of company‘s sales

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© ATOSS Software SE 202644 Crewmeister Crewmeister continues successful development 2020 2021 2022 2023 2024 2025 2026 guid. 2027 proj. 2030 ambition 4.1 6.0 8.6 12.0 15.1 17.9 ~22.0 ~27.0 ~40.0 34% 2020 2021 2022 2023 2024 2025 2026 guid. 2027 proj. 2030 ambition 1.0 1.7 2.6 4.3 6.3 8.1 ~11.0 ~14.0 ~25.0 53% 2020 2021 2022 2023 2024 2025 2026 guid. 2027 proj. 2030 ambition ~45.0 ~48.0 ~56.0 25.4 30.5 29.9 34.7 39.8 42.7 11% Customer development (k) Sales development (EURm) MRR/Customer ratio (EUR)4 Avg. growth rate Avg. growth rate Avg. growth rate Highlights • Positive impact by BAG decision • New product features developed • High customer satisfaction Key metrics • Avg. Customer Acquisition Costs1: 697 EUR • Avg. Customer Lifetime Value2: 2,243 EUR • CLTV/CAC-Ratio: 3.2 • Avg. monthly churn rate3: 1.57 % • Cloud gross margin: +85% Outlook 2026 • ~22k Customers • ARR of ~11,5m EUR • Further margin improvement 1. CAC (Customer acquisition cost) (ø 2025): cost of resources for the business in order to acquire a new customer. Customer acquisition cost involves sales and marketing costs 2. CLTV (Customer lifetime value) (ø 2025): estimate of all the future gross profits to be accumulated from a relationship wi th a given customers 3. Churn rate (12/2025): Ratio, in the current year (12 month avg.), of customer terminations (number) and the total number of c ustomers (number) with an existing contract at the end of the year/month 4. MRR/Customer Ratio shows the monthly recurring revenue per customer calculated on the MRR and Customers as of the 31st of December each year +17% +25% +6%

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© ATOSS Software SE 202646 AI disruption Covid shock The ATOSS Share Share price performance (2016 – 2026) Share performance in % 0 100 200 300 400 500 600 700 800 900 27% 34% 37% 27% 25% 820 25% 435 27% 50 55 63 71 86 97 114 151 171 189 27% 28% 36% ATOSS Software SE Prime Software Index Revenues in EURm EBIT margin %-chg. While ATOSS historically outperformed its benchmark driven by strong fundamentals, recent share price movements appear driven primarily by AI-related market concerns rather than company-specific performance. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 -60 -40 -20 0 20 40 ATOSS Software SE Prime Software Index 2026 H1‘25 H2‘25 H1‘26 H2‘26

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© ATOSS Software SE 202647 The ATOSS share Dividend policy EPS1 per 31. December in EUR Dividend1 in EUR 0,36 0,36 0,19 0,44 0,48 0,58 0,59 0,70 0,85 1,12 1,22 1,22 2,25 2,86 3,04 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2012 0.73 0.18 2013 2014 2015 0.46 0.24 2016 2017 2018 0.65 0.35 2019 2020 2021 2022 0.50 0.92 2011 2024 2025 2026 0.91 0.70 1.00 1.42 0.15 0.18 0.18 0.22 0.29 0.29 0.64 0.84 0.91 1.69 2.13 2.28 2023 Special Dividend Dividend 1. The previous year’s figures have been adjusted due to stock split in June 2024; Rounding up to 2 decimal places ATOSS stays true to its dividend policy with continuity to the previous year

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© ATOSS Software SE 202649 Sustainability at ATOSS Our sustainability pillars (1/2) Customer and society • Data protection and data security • Customer satisfaction • Social and cultural activities Employees at ATOSS • Recruitment and retention • Continuous training and learning • Health promotion and recreation • Diversity

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© ATOSS Software SE 202650 Sustainability at ATOSS Our sustainability pillars (2/2) Integrity and compliance • Prevention of discrimination, corruption, bribery, respect for human rights • Compliance Management System – acting in accordance with all laws, social guidelines and values Environmental protection • Energy & CO2 reduction • Conservation of resources

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© ATOSS Software SE 202651 Sustainability at ATOSS Our goals (1/2) Customer and society Customers Goals by 2026: • Recurring revenue: ~72% • Revenue CAGR (2026-2027): 14% • Grow customer number: 25,200+ • Expand international customer base In addition: • Gross Retention Rate: ≥96%1 • Net Retention Rate: >110%1 • R&D investment: ~16% of total revenue • Net promoter score: 14 Social • Continued donations in the areas of culture, environment, children and social projects Employees at ATOSS Employee Experience Goals by 2026: • Employee Engagement Index: >80% • Leadership index: 3.7 • Employee Net Promoter Score: ≥25 • Working flexibility satisfaction index: ≥75% Diversity & Inclusion Goals by 2027: • Company-wide gender distribution: 50% female / 50% male • Gender distribution of managers: 40% female / 60% male • Gender distribution Executive Leadership Team: 30% female / 70% male 1. Excluding Crewmeister

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© ATOSS Software SE 202652 Sustainability at ATOSS Our goals (2/2) and ranking Integrity and Compliance Integrity and Compliance • Continuing to raise awareness of compliance and security issues (incl. compliance training) • Further internal training measures on topics such as equal treatment and compliance Information security • Recertification according to ISO/IEC 27001:2022 Environmental protection CO2 footprint Goals by 2045: • Net Zero Strategy: reduction of Scope 1-3 greenhouse gas emissions by a total of 90 percent Sustainability ranking In 2026, ATOSS was awarded the EcoVadis Silver Medal, ranking the company among the top 15% of companies assessed worldwide by EcoVadis over the previous twelve months.

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© ATOSS Software SE 202654 Employees at ATOSS Working with Passion & Purpose “We live diversity and promote equal opportunities and inclusion” • Member of “Charta der Vielfalt” • Employees from around 47 countries • 60% male/40% female > ongoing diversity goals by 2027 “We are top employer“ • Employee Engagement Index: 84% “Individuality in Working Life - Employee Well-being in Focus” • Hybrid and flexible working model • Sport offers and health management • Team and after-work events “The team is the key to sustainable success” • Intensive and structured onboarding • Detailed career model • Working in diverse teams / short • Decision-making paths • Meaningful working environment “Continuous employee growth” • 856 employees (12/24: 820)

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© ATOSS Software SE 202655 People & Organization update 206 208 288 310 317 304 162 187 180 192 203 210110 144 158 192 193 201 200 79 91 106 115 125 135 130 2020 2021 173¹ 256¹ 2022 2023 2024 2025 Q3 26 557 630 693 775 820 856 844 Administration Sales & Marketing Services Innovation & Development 1. In FY 2022 shift of Cloud Services Team from Services Department to Innovation & Development Department Personnel development (headcount) Q3 2026

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