ALIG Q4 2025 Earnings Report

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Annual & Sustainability Report 2025 Moving people, material, and businesses safely to new heights

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In brief 4 Alimak Group in brief 6 Highlights 2025 for Alimak Group 7 The year in key figures 8 CEO letter 2025 9 Alimak Group as an investment Strategy & targets 1 1 Megatrends 12 Generating sustainable and profitable growth 17 The New Heights programme 18 Group targets and progress 2025 Divisions 22 Facade Access 25 Industrial 28 Construction 31 Height Safety & Productivity Solutions 34 Wind Financials & governance 38 • Board of Directors' report 43 • • Sustainability statement 97 Risks and risk management 104 • Corporate governance report 111 • Board of Directors 113 • Leadership Team Financial statements 116 • Consolidated 116 • Comprehensive income 117 • Financial position 118 • Cash flow 119 • Changes in equity 120 • Notes 141 • Parent Company 141 • Income statements 141 • Total comprehensive income 142 • Balance sheets 143 • Cash flow 144 • Changes in equity 145 • Notes 149 • Board signatures 150 Auditor’s report 154 Auditor’s limited assurance report on Alimak Group AB's sustainability statement Other 157 Key figures 158 Definitions 159 The share 161 Information to shareholders Content • Alimak Group's formal annual report audited by the company's auditors is presented on pages 38−42 and 1 16−149. The Auditor's report can be found on pages 150−153. • The Sustainability statement according to ESRS/ CSRD is presented on pages 43−96 and the Audi- tor's report on pages 154−155. • The Corporate governance report is presented on pages 104−1 14. In the event of any discrepancies between the Swedish and the English versions of the annual report, the Swedish version shall take precedence. Alimak Group photo competition Alimak Group has a photo competition where the employees participate with their own photos from the everyday business. Every month, a winner from each division is chosen. In this annual report you will see some of the winning photos. This symbol indicates a photo from the competition. June 2025 Grenland Bridge, Norway Linas Brasiunas 2 Annual & Sustainability Report 2025

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In brief 4 Alimak Group in brief 6 Highlights 2025 for Alimak Group 7 The year in key figures 8 CEO letter 2025 9 Alimak Group as an investment June 2025 Canberra, Australia Andrew Mercieca In brief 3Annual & Sustainability Report 2025

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What we do Our divisions Facade Access Construction Height Safety & Productivity Solutions Wind Facade Access offers equipment and systems that are permanently installed and provide access to various kinds of structures – mainly buildings, but also bridges, tunnels and industrial installations. The offering comprises sales of new equipment in turnkey solutions as well as services for existing equip- ment. Read more on page 22 28% Share of Group Revenue 42% Service share of sales 12% EBITA margin Construction sells and rents new and used equipment for tempo- rary use in construction, industrial and refurbishment projects. The offering is broad and comprises construction hoists, transport plat- forms, suspended platforms and mast climbing work platforms. A range of services related to the equipment is also provided. Read more on page 28 22% Share of Group Revenue 38% Service share of sales 14% EBITA margin The largest product category for HSPS is wire rope hoists for man- riding and material lifting applica- tions. The offering also includes personal protective equipment, confined space access and rescue equipment, and systems such as lifelines, safety ladders and guard- rails and other lifting equipment. Read more on page 31 19% Share of Group Revenue 14% Service share of sales 18% EBITA margin The Wind division is a specialised player with a broad geographic reach. The products are designed for use in wind farms, ensuring reliable operation throughout the life of the wind turbines. The offer- ing comprises service lifts, ladders and safety solutions, as well as services and spare parts. Read more on page 34 9% Share of Group Revenue 38% Service share of sales 19% EBITA margin Industrial Industrial provides permanently installed elevators for demanding environments. These ensure safe access for people and goods across various industrial sectors. The offering includes rack-and-pin- ion and traction elevators, with service as a key component to maintain optimal performance. Read more on page 25 22% Share of Group Revenue 56% Service share of sales 25% EBITA margin In brief Alimak Group in brief Highlights 2025 for Alimak Group The year in key figures CEO letter 2025 Alimak Group as an investment Strategy & targets Divisions Financials & governance Financial statements Other — In brief 5 Annual & Sustainability Report 2025

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Highlights 2025 for Alimak Group New Heights programme: Accelerating profitable growth The New Heights programme, launched in 2020, con- tinues to guide Alimak Group’s transformation into a sustainable, resilient, and highly profitable industrial company. Over five years, turnover has increased from SEK 3.8 billion to SEK 7 billion, and profitability has improved significantly. In 2025, New Heights 2.0 was introduced, with new division strategies designed to drive accelerated profitable growth through 2026-2030. On 25 November, we also announced new financial and sustainability targets. Read more on page 17 . Enhanced safety and productivity In 2025, Alimak Group continued to strengthen the Zeroharm culture and commitment to operational excellence. New safety audits and digital reporting tools were launched across the Group, further reducing risks and supporting proactive incident prevention. Participation in wellness and safety programmes increased, and our divisions introduced new produc- tivity solutions, such as smart service tools and digital platforms, that help customers work more efficiently and safely at height. Life cycle analysis and circular thinking are now standard in product development, supporting both resource efficiency and reduced cli- mate impact. People: Our most important asset Our decentralised structure empowers employees and managers, fostering a culture of ownership, collabora- tion, and continuous improvement. In 2025, enhanced project ownership frameworks and personalised deve- lopment plans drove engagement to record levels, with our Employee Net Promoter Score (eNPS) increasing to 35 (26). Driving innovation and digital transformation Innovation and digitalisation remain central to our strategy. In 2025, Alimak Group advanced its use of automation, big data, and AI tools to create smarter, safer, and more efficient solutions for customers. New digital platforms and internal process improvements have strengthened both customer experience and operational excellence. The expansion of our BIM gallery and the adoption of generative AI are supporting data-driven decision-making and product development. Focus on sustainability and climate In response to stricter regulatory requirements and growing customer demand for sustainable products, Alimak Group developed a climate transition plan in 2025, based on exten- sive Scope 3 mapping. Our targets will be submitted to the Science Based Targets initiative (SBTi) in Q1 2026. Four sus- tainability targets address Environmental, Social, and Govern- ance (ESG) aspects, supporting our commitment to responsi- ble growth. In brief Alimak Group in brief Highlights 2025 for Alimak Group The year in key figures CEO letter 2025 Alimak Group as an investment Strategy & targets Divisions Financials & governance Financial statements Other — In brief 6 Annual & Sustainability Report 2025

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The year in key figures Key Figures 2025 2024 2023 Order intake*, MSEK 7,080 6,947 7,027 – Organic growth, % 7.6% —0.5% —4.1% Revenue, MSEK 6,874 7,099 7,097 – Organic growth, % 2.0% 0.6% 4.5% Operating profit adj (EBITA adj)*, MSEK 1,194 1,221 1,150 – Organic growth, % 2.7% 6.9% 18.2% Operating profit adj (EBITA adj)*, % 17.4% 17.2% 16.2% Operating profit (EBITA)*, MSEK 1,119 1,198 1,145 Operating profit (EBITA)*, % 16.3% 16.9% 16.1% EBIT*, MSEK 977 998 945 Profit for the period, MSEK 604 623 515 Earnings per share , before dilution, SEK 5.71 5.89 5.25 Earnings per share adj*, before dilution, SEK 7.17 7.45 6.76 Cash flow from operating activities, MSEK 829 1,149 1,067 Dividend, SEK 3.301) 3.00 2.50 Leverage (Net Debt/EBITDA)* 1.76 1.79 2.26 1) Proposed by the Board of Directors based upon number of outstanding shares as of year-end 2025. * Definitions see page 158. Sustainability KPI 2025 2024 2023 Energy intensity, tot energy MWh/revenue in MSEK1) 4.9 4.8 N/A Share of renewable energy, %1) 33% 35% N/A CO2e emissions, ton/revenue in MSEK2) 1.48 1.52 1.53 Share of product range covered by LCA studies, % 83% 81% 52 Lost time injury frequency rate (LTIFR), all sites 5 4 6 e-NPS +35 +26 +15 ESG mapping of direct material suppliers, % 81 77 66 1) New KPI in line with ESRS reporting demands, no data available for 2023. 2) Scope 1, 2 and parts of Scope 3 (business travel and commuting). Cash flow from operations Cash flow from operations was MSEK 829. EBITA adj EBITA adj margin EBITA adj decreased to MSEK 1,194 with a margin of 17 .4% Order intake Revenue Order intake increased by 2% with 8% organic growth. Revenue decreased by 3% with 2% organic increase. Scope 1 Scope 2 Scope 3 Business travel Scope 3 Commuting CO2e emissions, Scope 1, Scope 2 and part of Scope 3 (business travel and commuting) per revenue. Emissions related to commuting started to be measured in 2024. Cash Flow Profitability Order Intake and Revenue CO2e emissions 0 2,000 4,000 6,000 8,000 202520242023 MSEK 0.0 0.5 1. 0 1. 5 2.0 202520242023 Ton/Revenue MSEK 0 200 400 600 800 1,000 1,200 202520242023 MSEK 0 300 600 900 1,200 1,500 0 5 10 15 20 202520242023 MSEK % In brief Alimak Group in brief Highlights 2025 for Alimak Group The year in key figures CEO letter 2025 Alimak Group as an investment Strategy & targets Divisions Financials & governance Financial statements Other — In brief 7 Annual & Sustainability Report 2025

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Resilience in an unpredictable year In 2025, Alimak Group navigated a challenging macroeconomic environ- ment shaped by a significant nega- tive currency effect that weighed on order intake, revenue and results. The US tariffs impacted demand and the global construction market remained subdued. Despite these challenges, I am satisfied that we delivered organic order intake growth of 8% and adjusted EBITA of 17 .4% (17 .2) for the full year, demonstrating the resil- ience of our business. Our decentralised structure empowers local teams to make decisions close to our custom- ers, fostering agility and adaptability. This approach has enabled us to deliver sustainable results, even in demanding conditions. Facade Access continued to improve operational per- formance and achieved good order intake, with all legacy loss-making projects now behind us. Industrial delivered strong performance with solid organic order intake and profitability. Construction operated in a very weak market but maintained its global position while invest- ing in new segments, industries and products for future growth. Height Safety & Productivity Solutions strengthened its commercial offer- ing, supported by solid order intake, although profitability was affected by lower volumes and one-off costs. Wind, supported by improv- ing momentum across key markets, delivered strong organic order intake driven by recovery in the US, continued progress in Europe and solid performance in APAC. Strengthening through acquisitions Our growth ambition is primarily driven by organic growth, supported by continuous cus- tomer focus, innovation and operational excel- lence. In 2025, we achieved 8% organic order intake growth, a result I am satisfied with con- sidering the challenging market conditions that affected several of our divisions. At the same time, acquisitions remain an important com- plement to strengthen our portfolio and expand our geographical footprint. During the year, we acquired Century Eleva- tors in the US, reinforcing our Industrial divi- sion and service capabilities in North America. We also acquired Interlift in Sweden, expand- ing Height Safety & Productivity Solutions, deepening relationships with major customers, and leveraging the full value chain. We remain committed to pursuing value-accretive acquisi- tions that support our long-term objectives. Innovation and sustainability During the year, we made significant progress in both our product portfolio and digital capa- bilities. Advanced safety solutions set higher standards for efficiency and reliability, while investments in predictive maintenance and remote monitoring helped customers optimise performance and anticipate service needs. Sustainability is embedded in every step of this process, ensuring our solutions remain safe, energy-efficient and resource conscious. Raising the bar: New Heights 2.0 As we conclude the first phase of the New Heights programme, we look ahead to New Heights 2.0, which will guide our work from 2026 to 2030. This next phase builds on a strong foundation and is designed to accelerate profitable growth and create long-term value. We have set ambitious targets through 2028, aiming for average annual revenue growth of 8 to 12% and an adjusted EBITA margin of 20% by 2028. We will maintain an effective capital structure with net debt below 2.5 times EBITDA and continue our commitment to a dividend policy of 40 to 60% of net profit. Sustainability remains central to our strat- egy. We have committed to the Science Based Targets initiative, aligning our decarbonisation efforts with climate science across our opera- tions and supply chain. Our goals also include maintaining an employee Net Promoter Score above 40, keeping our injury rate below two per million working hours, and ensuring that more than 90% of our direct material suppliers sign the Alimak Group Code of Conduct. Looking forward 2025 was a demanding year. Despite this, we safeguarded profitability, strengthened our positions in key segments and continued to invest in product development, sales, market- ing and services to support long-term profita- ble growth. Our financial position remains solid, providing us with the flexibility to act on opportunities and maintain an active, disciplined acquisition agenda. Geopolitical tensions will drive investments within infrastructure, defence, general industries and energy in the coming years. While we still expect a subdued construction market for at least the first half of 2026, our diversified business and resilient operating model position us well. I want to thank everyone at Alimak Group. Your dedication, creativity and teamwork are what make our success possible. To our cus- tomers, suppliers, partners, and shareholders, thank you for your trust and collaboration. I am excited about what we will achieve together during 2026. Ole Kristian Jødahl President & CEO CEO letter 2025 In brief Alimak Group in brief Highlights 2025 for Alimak Group The year in key figures CEO letter 2025 Alimak Group as an investment Strategy & targets Divisions Financials & governance Financial statements Other — In brief 8 Annual & Sustainability Report 2025

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Alimak Group as an investment Driven by global megatrends such as urbanisation, sustainability, electrification, digitalisation and safety, Alimak Group is very well-positioned to capture rising demand for innovative, efficient access solutions at height. With a strong niche presence, global reach and a customer-centric, decentralised business model, the Group delivers solutions that are safer, more sustainable and efficient, and is entering New Heights 2.0. the next phase of our programme, which is designed to accelerate profitable growth. Supported by strong trends Growth in urban areas and the renovation of older buildings are boosting demand for new projects and upgrades. A growing emphasis on health and safety and total cost of ownership further supports adoption of our solutions. Geopolitical tensions are also expected to drive investments within infrastructure, defence, gen- eral industries and energy in the coming years. At the same time, customers seek access solu- tions that reduce climate impact while raising productivity – trends that provide a durable foundation for growth. Leading market position through technology leadership Alimak Group combines a long industrial heritage with market-leading products and services in selected niches. Our technology leadership focuses on safety, durability, energy efficiency and productivity, including connected offerings that enable data -driven operations and maintenance. Digital development Automation, connectivity and AI are reshap- ing how equipment is designed, operated and serviced. Through connected services and tools such as the Service Protocol platform, we monitor performance, manage risk and optimise uptime in real time. Global footprint with a large installed base With sales in 120+ markets, the Group serves diverse customer segments across five divi- sions, building loyalty through solutions that prioritise safety, sustainability, productivity and cost efficiency. Increased regionalisation Differing regional standards and supply-chain requirements are increasing the need for local- ised manufacturing and service capabilities. With operations in 28 countries and a strong local presence in key markets, Alimak Group stays close to customers. Growing aftermarket revenue Each division runs a global service organisa- tion covering the full lifecycle – preventive maintenance, repairs, refurbishments, retrofits and replacements. Growing the installed base and aging assets expand aftermarket opportu- nities that extend equipment life, lower carbon footprints, improve safety and increase utilisa- tion. Proven business model The Group is organised into five decentralised, customer-centric divisions responsible for the full customer journey – original equipment, lifecycle, spare parts and service. This structure empowers local decision-making, sharpens focus on customer needs and drives continu- ous improvement through result-oriented KPIs. Attractive financial metrics and strong financial position Alimak Group operates a capital-light model with robust cash generation, underpinned by disciplined working-capital management and limited CapEx needs. Under New Heights 2.0, the Group has raised its average annual growth ambition to 8–12% and aims for 20% adjusted EBITA margin by 2028, supported by organic growth initiatives and value-accretive M&A. Acquisition opportunities The market is fragmented, offering bolt-on opportunities that fit divisional strategies. We prioritise targets that strengthen offerings, expand service reach or add complementary technologies, focusing on manageable integra- tions that enhance margins and ROCE. Read more about the New Heights programme on page 17 . Our mission Moving people, material and businesses safely to new heights. This is what we promise to deliver to our customers. Alimak Group has a market-leading position, and we see good opportunities to grow and strengthen profitability as well as to accelerate value creation for all stakeholders. Through our products and services, we help our customers to enhance safety and productivity, and reduce their carbon impact. In brief Alimak Group in brief Highlights 2025 for Alimak Group The year in key figures CEO letter 2025 Alimak Group as an investment Strategy & targets Divisions Financials & governance Financial statements Other — In brief 9 Annual & Sustainability Report 2025

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Megatrends, how they impact and our response Global trends impacting our industry include urbanisation, digitalisation and sustainability. Alimak Group is driving a number of initiatives to respond to these trends. Macro challenges in 2025 2025 was a demanding year, with several external headwinds affecting performance. A significant negative currency effect impacted order intake, revenue and results. US tariffs weighed on demand, the global construction market ramained sub- dued, and the Wind division faced short-term pressure in the US due to the US Administration's negative stance on wind energy. Alimak Group’s broad geo- graphical footprint and agile sourcing helped to mitigate operational risks. We responded with targeted pricing measures and maintained strong cost control. Our decentralised structure enabled swift adaptation to local market conditions, while disciplined capital allocation and robust cash flow ensured our leverage remained comfortably below target. Despite these external challenges, Ali- mak Group demonstrated resilience, safe- guarded profitability, strengthened its market-leading positions and continued to invest in accelerated profitable growth. Urbanisation Digitalisation Sustainability Impacts on the industry • Urbanisation is driving increasing invest- ments in infrastructure and verticalisation. This is boosting demand for vertical access solutions, both during the construction phase and for the ongoing maintenance of buildings and structures. • Automation, big data and AI tools are creating smarter, safer and more efficient ways to develop, produce, operate and maintain advanced machines. • This also creates opportunities to optimise and further develop internal processes. • Furthermore, digital platforms and IoT connec- tivity are transforming how companies interact with customers and manage assets. • Increasing demand from customers for prod- ucts with a low carbon footprint. • Regulatory requirements for improved resource efficiency and reduced climate impact are becoming stricter. • Health and safety regulations are also becom- ing increasingly stringent. • Alimak Group offers a wide range of vertical access solutions for construction and main- tenance of buildings, mainly in the Facade Access, Construction and Height Safety & Productivity Solutions divisions. • Additionally, Alimak Group has a large offer- ing of products for infrastructure projects, mainly through its Height Safety & Produc- tivity Solutions and Industrial divisions. • In 2025, we introduced improved ways to docu- ment and ensure traceability of daily inspec- tions. • Most products now feature QR codes, allowing instant retrieval of manuals and service docu- mentation. • We launched chatbots for selected products, simplifying customer support. • Generative AI now optimises internal processes and supports data-driven decisions. • The BIM (Building Information Modelling) gallery was expanded with new products, including the industrial lift 240L, the Levato construction hoist, and 30+ mastclimber ver- sions. • We advanced facade maintenance through investment in Skyline Robotics and automated robot window cleaning. • Sustainability is a core commitment and a key pillar of our long-term strategy. • Alimak Group has a Zero harm culture where we work proactively with leading indicators for our employees and end user safety is deeply embedded in the product design. • Alimak Group has defined four sustainability targets, addressing Environmental, Social, and Governance (ESG) aspects. • Life cycle analysis is integrated into product development processes, to minimise environ- mental impact. • A climate transition plan was developed in 2025 based on our extensive Scope 3 mapping, and our target will be submitted to the Science Based Targets initiative (SBTi) in Q1 2026. Our response In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — 11 Annual & Sustainability Report 2025

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People development remains rooted in recognition and valuing individual talents. People Our decentralised structure continues to ensure strong customer focus and clear accountability for each employee. In 2025, we strengthened this approach by introducing enhanced project ownership frameworks, enabling employees to take greater responsibility for delivering the best solutions. People development remains rooted in recognition and valuing individual talents. This year, we refined our performance conver- sations by going digital and using the new HR system to document and facilitate target set- ting, feedback and recognition of employees. Clear managerial responsibility The Group's strategy continues to guide people development and align efforts with our long- term goals. In 2025, we advanced our structured approach to succession and talent planning by implementing the process throughout all divi- sions and countries. Targeted management training programmes were launched to prepare managers for expanded responsibilities. To complement local and divisional initiatives, the Group launched “Leadership Insights” , an online inspiration and learning tool for all lead- ers. These efforts strengthen our leadership pipeline and reduce business continuity risks. Managers remain key in shaping local environ- ments that foster development, acting as role models and champions of our culture. Safe and secure Alimak Group strives to be an attractive employ- er by maintaining a safe, healthy, and inclusive work environment. In 2025, we launched addi- tional safety audits and digital reporting tools to further reduce risks and prevent long-term health issues. Our global “ Active Together” programme was expanded in scope and duration, with increased participation in health and wellness activities aimed at encouraging a healthy life- style, reducing stress, promoting social inter- action and providing resources for improved physical and mental wellbeing. The employee survey, “The Voice“ , showed strong progress: the Employee Net Promoter Score (eNPS) improved from 26 to 35, moving us closer to our target of exceeding 40. These results reflect our commitment to continuous improvement at both local and global levels. We empower people through clear accountability and ownership. In 2025, our focus on leadership development and on health and safety initiatives contributed to higher employee engagement, resulting in an eNPS of 35. Increased engagement and eNPS Regular engagement surveys remain a cornerstone of our devel- opment efforts. In 2025, improved communication initiatives and targeted local action plans helped employees better understand the Group's strategic direction. Divisio- nal strategies now more closely link individual development goals with overall business objectives, rein- forcing alignment and accountabil- ity. Global initiatives such as “Sus- tainability Week“ continued to build commitment to environmen- tal, social, and governance priori- ties. Our increased eNPS reflects the positive impact of these meas- ures and the growing sense of engagement across the organisa- tion. In practice Strong increase in eNPS 35 (2024: 26) In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — Strategy & targets 13 Annual & Sustainability Report 2025

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Life cycle analyses and circular thinking are now standard in all development of new products. Technology leadership Alimak Group continues to invest in R&D and new competencies to ensure its products and solutions deliver the maximum customer value in terms of safety, productivity and sustainabil- ity. Our commitment to customer obsession means we actively listen and develop products that meet specific customer demands. This responsiveness enables us to deliver easier and better access in more locations, while environmental considerations are fully embed- ded in our deve lopment processes. Life cycle assessments have been completed for all major product categories, measuring carbon footprint from raw material extraction through manufacturing, installation, use and end-of- life. Circularity is emphasised, with increased refurbishment and resale of used equipment, supporting both sustainability and customer value. At the same time, our solutions are designed to enhance productivity for our cus- tomers. Developing the right solutions In 2025, the Facade Access division strength- ened its position within infrastructure by deliv- ering innovative solutions for bridges and tun- nels and introduced Integrated Design Services to move further up the value chain. The Indus- trial division broadened its aftermarket and ser- vice portfolio, leveraging proprietary control systems and adopting asset-light manufactur- ing methods. The Const ruction division accel- erated market expansion for mast climbing work platforms, aiming to replace traditional scaffolding and capture a greater share of the construction equipment sector. Height Safety & Productivity Solutions streamlined its organi- sation and extended its geographical reach, launching new productivity and safety offer- ings. Meanwhile, the Wind division enhanced its portfolio with new safety products and digital innovations, and expanded into life-extension services for ageing assets. Intelligent digital machines Technical leadership also means developing increasingly intelligent machines, equipped with real-time data access, smart service tools, and proprietary software-based control systems. Our digital platforms, such as “MyAlimak“ and “MyBMU“ , enable customers to have access to manuals, operational data, service information etc. — all to improve energy efficiency and productivity for customers. The growing installed base of connected equipment and service contracts strengthens our ability to deliver enhan ced services in terms of total cost of ownership and reduced carbon footprint. We stand for smart, sustainable use of technology and services. This strengthens our customers’ businesses and drives profitable growth in Alimak Group. Through technology leadership, we develop customised solutions that are safe, energy-efficient and contribute to higher productivity. We stand for smart and sustainable use of technology and services, with a clear focus on customer value. Sustainable throughout the lifecycle Life cycle assessments and circular thinking are now standard in all new product development. Used equipment is bought back, refur- bished, and upgraded with advanced technology for resale, extending product lifetimes and reducing environmental impact. Servicing, preventive maintenance, and repairs ensure safe operation and maximise asset value. The installed base of machines with proprietary software-based control systems continues to grow, now exceeding 26,000 units globally. In practice Machines with proprietary software-based control systems >26,000 In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — Strategy & targets 14 Annual & Sustainability Report 2025

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Empowering employees fosters an entrepreneurial mindset, where improvement becomes a natural part of daily work. Operational excellence Empowering employees with ownership and clear mandates fosters an entrepreneurial mind- set, where improvement becomes a natural part of daily work. It also means that managers at Alimak Group are operational leaders, actively contributing to and driving the business, rather than overseeing from a distance. This way of working accelerates decision-making, sharpens focus and ensures gains in efficiency across the Group. T angible results Our commitment to operational excellence has delivered clear results. Margins and profitability have improved across most divisions and pro- ductivity continues to strengthen. We have reduced our carbon footprint by optimising resource use and minimising waste. Impor- tantly, we “walk the talk, ” measuring progress through result-oriented KPIs and embedding improvements in daily operations. Continuous improvement is firmly embedded in our culture and enables us to create customer value in a more effec- tive way. By decentralising responsibility and decision-making, we ensure that decisions are taken where they make the greatest impact – by the employees who work closest to our customers and understand their needs best. This approach strengthens both agility and operational efficiency. Ownership and efficiency in action Innovation drives operational excellence at Alimak Group. Our divisions continuously develop products and services that save time, boost customer productivity, and set new standards for safety and sustainability. Digitalisation enables smarter tools, real-time monitoring and data-driven deci- sions. Connected platforms like Service Protocol provide global insights to optimise performance. AI will advance predictive mainte- nance, smarter design, and cus- tomer support, reinforcing technol- ogy leadership and delivering greater value. In practice Higher operating margin +0.1 p.p. Smart resource management We prioritise using our own resources and expertise, developing solutions in-house wher- ever possible. This increases control, strength- ens ownership and ensures that knowledge stays within the organisation. By leveraging internal talent and sharing best practices across divisions, we achieve more with less, driving both cost efficiency and sustainability. For example, the rollout of the Service Proto- col platform enables service technicians to spend less time on administration and more time on productive service work, improving safety and speeding up customer response times. The group-wide implementation of a unified ERP system is driven by the Group IT , ensuring that the system supports daily business needs and enhances operational transparency. Alimak Group is committing to science-based climate targets and actively works to reduce emissions across its operations and supply chain, requiring direct material suppliers to sign the Group’s Code of Conduct to support responsible sourcing and sustainability. Investing in people People remain our most important asset. We recruit and develop skilled employees, support them with structured succession planning and performance management, and clarify strate- gies and goals through transparent communi- cation. Every individual is empowered to con- tribute to our journey of continuous improve- ment, making operational excellence a shared responsibility. Structured training and e-learning initiatives, such as operator training for elevator users, help maintain high safety standards and reduce downtime while supporting employee develop- ment and engagement. In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — Strategy & targets 15 Annual & Sustainability Report 2025

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Customer obsession is woven into the daily operations of Alimak Group, driv- ing us to anticipate and solve challenges for our customers. Customer obsession Delivering tangible value Our teams work side-by-side with customers, gaining insight into challenges, workflows and improvement opportunities. Our aftermarket organisation deepens this understanding fur- ther through long-term relationships, technical expertise and continuous lifecycle interaction, enabling proactive support and insights that drive product development, digital solutions and service innovation. In Facade Access, early involvement with owners and architects enables us to streamline complex projects and extend the life of build- ing assets through refurbishment, retrofit and replacements. Construction sites benefit from digital connectivity, with smart hoists and plat- forms providing real-time data that minimises downtime and enhances safety. Height Safety & Productivity Solutions ensures safer work- places by combining advanced equipment with hands-on training and support. Industrial customers rely on our preventive service and refurbishment programmes to maximise uptime in demanding environments, from ports and energy to mining, marine and many other industrial segments. In 2025, an interesting development occurred in our Wind division, where proto- types were created for robotic servicing and remote inspection. These solutions have the potential to significantly simplify maintenance by replacing the heavy internal work platforms used today. Empowered teams and continuous improvement Alimak Group’s decentralised structure empowers local teams to act quickly and share best practices across the organisation. By focusing on tangible outcomes, such as increased uptime, improved safety, and meas- urable reductions in emissions, we remain resilient and adaptable, even as market condi- tions shift. Our commitment to continuous improvement and innovation ensures that we help our customers reach new heights, safely and sustainably. At Alimak Group, customer obsession means being relentlessly focused on understanding, anticipating and exceed- ing customer expectations across the full lifecycle of our solutions. By listening actively, adapting quickly and delivering tailored solutions, we create long-lasting value and unlock new opportunities for growth and profitability. Driving innovation together with customers Customer obsession is woven into the daily operations of Alimak Group, driving us to anticipate and solve challenges for our customers. Digital tools like smart controls and customer portals enable real-time monitoring and optimisation of equipment usage, reducing down- time and boosting productivity. By continuously gathering feedback, we adapt our portfolio, whether it’s custom fall protection, advanced lifting devices, or digital inspection tools, to help customers achieve safer, more efficient workplaces. This hands-on, customer-driven approach is central to how we iden- tify new opportunities, strengthen relationships, and deliver sustaina- ble growth across the Group. In practice No. of countries 120+ In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — Strategy & targets 16 Annual & Sustainability Report 2025

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New Heights The New Heights programme a strategic roadmap for profitable growth The New Heights programme is a strategic initia- tive launched in 2020 with the goal of creating a sus tainable, resilient, highly profitable, and grow- ing industrial company. During 2025, the next step of the programme was defined with by developing updated division strategies to accelerate profitable growth. Key achievements of the New Heights programme Phase 1 of the New Heights programme established the base with a new customer-centric organisation and the start of a cultural transformation. The second step focused on securing margin improvements by streamlining the organisation and pro- moting operational excellence. The third step of the programme was to drive profitable growth, fueled by product and service extensions as well as the Tractel acquisition. After the first five years of the programme, Group revenue has increased from 3.8 billion to 7 billion SEK and the profitability has been raised from 10.6% adjusted EBITA margin to 17 .4%. Next – New Heights 2.0 After successfully driving and implementing New Heights, the next step of the journey has been updated with New Heights 2.0. This strategy will further accelerate our profitable growth. The preparations started already in 2024 when each division mapped its market and gained deeper insights into its market conditions. This market mapping served as the foundation for the updated division strategies that were developed during 2025 and presented at the Capital Markets Day in November. The division strategies focus on driving accelerated profitable growth for the period 2026–2030. Each division strategy is described in the division section, but all of the strategies focus on: • increasing the attractiveness of the current offering • making tailored approaches for key segments • managing the product lifecycle and aftermarket performance • expanding the geographical footprint • developing technology partnerships In addition to the actions above, all divisions also see M&A opportunities in their respective markets to further drive growth. Updated financial targets The success of New Heights 1.0 and the strong profitable growth potential seen in the division strategies has has led to updated financial targets for the Group as of 2026. The revenue target has been updated from an average annual revenue growth of 6–10% to 8–12% and the adjusted operating EBITA margin target from above 18% to a margin of 20% by 2028. New Heights 2.0 New Heights 1.0 2024 20252020 2021 2022 2023 2026 2027 2028 2029 2030 2020 Establish the base 2021 Secure margin improvements 2022–2025 Profitable growth 2025 New division strategies 2026–2030 Accelerating profitable growth In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — Strategy & targets 17 Annual & Sustainability Report 2025

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Group targets and progress 2025 Alimak Group has recently adjusted its finan- cial targets as of 2026 to reflect the positive developments in financial performance and the new phase of its strategic plan. Financial targets Revenue growth 6–10% Adjusted EBITA margin >18% Leverage ratio <2.5x Dividend pay-out policy 40–60% of net profit CFO comment on the financial targets “In somewhat challenging market conditions, we delivered organic order intake growth of 8% and an adjusted EBITA margin of 17.4%. We made two acquisitions in the second part of the year and the solid operating cash flows enabled a slight deleverage in 2025.” To safeguard profitability during the year, we continued to strengthen cost efficiency by reducing waste and unneces- sary costs, while increasing investments where needed to support profitable growth, such as in product development. This was enabled by our lean and decentralised organisa- tion, which supports well-balanced cost allocation decisions. Our cash-generative business model and strong focus on cash generation resulted in solid operating cash flows. Despite completing two acquisitions during the year, we achieved a slight reduction in leverage in 2025 and remain well within our target of maintaining leverage below 2.5. Sylvain Grange, Chief Financial Officer TARGET –10 0 10 20 30 40 50 60 202520242023 % 2025 revenue decreased by 3.2% to MSEK 6,874, with 2.0% organic growth. The 2025 margin increased by 0.2 percentage points to 17 .4%. Leverage (Net debt/EBITDA) decreased to 1.76 by the end of 2025, due to solid cash flow genera- tion. The Board of Directors proposes a dividend of SEK 3.30 (3.00) per share based on the number of outstanding shares at year-end. 1) Proposed dividend 0 3 6 9 12 15 18 202520242023 % TARGET TARGET 0 1 2 3 4 5 6 7 8 202520242023 % TARGET 0 20 40 60 80 10 0 20251)20242023 % New target from 2026: 8–12% average annual growth New target from 2026: 20% to be reached by 2028 In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — Strategy & targets 18 Annual & Sustainability Report 2025

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1) Scope 1, 2, 3 Business travel and commuting normalised based on revenue, reduction compared to 2019. 2) Injury rate per million working hours. 3) Corresponding to 80% of direct material spend. Sustainability targets CO2e reduction1) to 2025 30% Employee NPS > 40 LTIFR 2) <2 ESG assessment of suppliers 3) > 80% “Sustainability is the red thread that runs through everything we do at Alimak Group. From responsible sourcing to the delivery of our products and services, we strive to reduce our environmental impact while fostering employee growth, engagement and ethical governance through collaboration, improvement and innovation.” Charlotte Brogren Annika Haaker Rhys Baker Chief Technology Officer Chief People & Culture Officer Senior HSEQ Manager TARGET 0.0 0.5 1. 0 1. 5 2.0 2.5 202520242023 ton/revenue in MSEK Since 2019, we have cut Scope 1 and 2 GHG emis- sions by 53% through energy efficiency, renewables, and fleet electrification. In 2025, we completed a full Scope 3 mapping, with a SBTi-aligned target to be finalised in 2026. Employee Net Promoter Score is the average score given by engagement survey respondents in response to the question How likely is it that you would recom- mend Alimak Group as a place to work? NPS 35 is an improvement compared to previous years and took the company closer to the long-term goal of 40, which is considered to be top 25% of employers. Safety underpins our zero-harm ambition. Improved reporting and targeted actions support a proactive culture. We are committed to achieving the long-term goal of keeping LTIFR below 2. Since 2023, the Group's suppliers of direct material are assessed from a GSG perspective. In 2025, we improved further and our mapping now covers 81% of our manufacturing sites' direct material spend. –100 100 202520242023 0 10 20 30 40 TARGET TARGET 0 2 4 6 8 10 202520242023 TARGET 0 10 20 30 40 50 60 70 80 202520242023 % Scope 1 Scope 2 Scope 3 Business travel Scope 3 Commuting SBTi from 2026 Read more on page 57–58 New target from 2026 >90% In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other — Strategy & targets 19 Annual & Sustainability Report 2025

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Latour Sustainability Award In 2025, Alimak Group and the Facade Access divi- sion received the Latour Sustainability Award for the Articulated Mechatronic System (AMS), a breakthrough in sustainable building maintenance. AMS sets a new benchmark for facade access units, combining a modular, lightweight design with advanced digital controls to deliver measura- ble impact across people, planet and profit. AMS uses 20% less material, reduces CO2e emissions by nearly 30%, and cuts assembly time by 40% compared to conventional building main- tenance units (BMUs). Its innovative structure allows for easier transportation and installation, with components that fit into elevators and eliminate the need for heavy equipment. This not only lowers costs and carbon footprint but also simplifies logistics and reduces disruption on site. Smart features such as automated path plan- ning, QR code access to manuals, and remote monitoring enhance safety, usability, and asset management. The system’s advanced positioning enables automatic registration of cleaned win- dows and easy documentation of facade damage, providing property owners with a live overview of building condition and maintenance history. The modular design and intuitive controls make AMS flexible and user-friendly, capable of navigating complex building shapes and streamlining opera- tions for service technicians. The jury highlighted AMS as a sustainable solution that decreases CO2e emissions, is cost- effective, flexible, user-friendly and safer. With installations now in Australia, Asia, Europe, and the US, AMS demonstrates Alimak Group’s com- mitment to responsible innovation, operational excellence, and setting new standards for the industry. Sustainability case study Material –20% CO2e –30% Assembly time –40% From left: Ole Kristian Jødahl (CEO, Alimak Group), Johan Hjertonsson (CEO, Latour), Max Bäck (Lead Engineer Sustainability, Alimak Group), Annika Haaker (CPCO, Alimak Group) and Charlotte Brogren (CTO, Alimak Group). The CO2e footprint is 30% less than peers Super flexible and covers any area of the facade Low mainten- ance costs Easy to control and use Perfect for replacement, extending the life of the building Help with facade health audits to improve energy efficiency of the building A safe, smart and light BMU In brief Strategy & targets Megatrends Generating sustainable and profitable growth People Technology leadership Operational excellence Customer obsession The New Heights programme Group targets and progress Divisions Financials & governance Financial statements Other Strategy & targets 20 Annual & Sustainability Report 2025

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2025 was a transformative year for the Facade Access divi- sion. We reinforced our position as a global leader in facade and infrastructure access solutions, extending our expertise beyond traditional systems to specialised applications for bridges, tunnels, and nuclear facilities. Our commitment to safety, sustainability, and innovation shaped every decision, and drove long-term value for our customers and stake- holders. Operational excellence and business resilience In 2025, we strengthened our role as a global partner, deliv- ering solutions that go beyond equipment to encompass life- cycle support for property owners, developers, architects, and property managers. Our strategy is built on three pillars: new construction, aftermarket services, and infrastructure. Through disciplined execution and ongoing transformation initiatives, we improved efficiency and profitability, lifting our adjusted EBITA margin from 1 1.7% to 12.2% for the full year. Meanwhile, we further embedded safety and sustaina- bility in our operations, which reinforced our position as a trusted leader in facade access solutions and long-term value creation. Customer focus and collaboration Through Integrated Design Services (IDS), our early-stage design methodology, we deliver tailored solutions that antic- ipate client needs and mitigate project risks. This proactive approach ensures technical excellence and project certainty from concept to completion. Our portfolio, featuring Mann- tech, CoxGomyl, and Tractel, offers the industry’s most com- prehensive range of solutions. This brand-agnostic capability provides flexibility and choice, which reinforces trust and enables us to meet diverse architectural and operational requirements globally. Project execution is where our promises become reality. We are committed to completing projects on time, within budget, and to the highest quality standards. Investments in automation of internal processes have enabled efficient workflows and focused actions, enhancing responsiveness and reliability for our customers. Every engagement reflects our dedication to performance and partnership. New Heights strategy 2.0 Profitable growth through discipline and operational excellence Rigorous project selection, risk management, and process disci- pline have driven significant mar- gin improvement, with continued focus on reaching group-level profitability. RRR strategy: refurbishment, retrofit, replacement Major push to grow aftermarket services, targeting the large installed base of ageing assets, and offering comprehensive solutions to extend equipment life and support sustainability goals. Advancing infrastructure with customised engineering We target nuclear facilities, bridges, and tunnels with cus- tomised, engineering-driven solutions. Bridge demand is ris- ing, as ageing infrastructure requires major investment. Our platform systems support both construction and maintenance. Integrated design services and asset management Moving upstream in the value chain by partnering with owners, developers, and architects, and developing facade intelligence solutions (e.g., data hubs, 3D mapping) to enhance asset man- agement and customer value. Innovative product development In 2025, we advanced BMU (Building Maintenance Unit) technology with our AMS (Articulated Mechatronic System) platform, integrating mechanical, electrical, and control sys- tems for precision, reliability and sustainability. Our BMU technology won the Latour Sustainability Award, recognising its impact in reducing energy consumption, improving safety, and extending equipment life through automated diagnostics and predictive maintenance. Data management is at the heart of AMS, combining mechatronic innovation with real-time analytics and cloud connectivity. This empow- ers building owners to monitor performance, optimise life- cycle costs, and ensure compliance with sustainability standards, transforming facade access into a smart, data- driven service. Sustainability at the core In 2025, we aligned our operations with Science Based Targets, which demonstrates our dedication to meaningful climate action and transparent progress. We completed a compre- hensive mapping of emissions across our direct operations “Through Inte- grated Design Services, we deliver tailored solutions that anticipate client needs and miti- gate project risks.” In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Facade Access 23 Annual & Sustainability Report 2025

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and much of our value chain, laying the groundwork for ambi- tious goals in relation to Scope 1, 2, and 3 emissions. Our approach is practical and results-driven: electrifying our vehicle fleet, optimising factory footprints, and transitioning to green energy in key locations. For example, the electrification of our fleet, led by local ESG teams, is projected to reduce annual CO2e emissions by 245 tons by 2030. Product design is evolving, with lighter materials and greener supply sources, which deliver measurable CO2e reduc- tions for our customers. Maintenance strategies now focus on extending equipment lifespan and reducing carbon footprints, supported by sustainable spare parts. Every stage of the prod- uct lifecycle – from sourcing and transport to manufacturing, installation, use, maintenance, and end-of-life recycling – is being addressed to cut emissions and drive circularity. Our teams across engineering, purchasing, manufacturing, and ser- vice are collaborating to embed sustainability in every process. This is more than compliance; it is a driver of business perfor- mance and market leadership. Sustainable BMU replacement strategy at JuBi Towers At the JuBi Towers in The Hague, Facade Access Solu- tions delivered a BMU replacement through a sustaina- ble focused approach that reused the existing tracks and interfaces. This reduced material use, avoided new steel production, and lowered the environmental footprint of the project. The new Manntech BMUs are built with hot dip gal- vanised steel for long-term corrosion protection and use energy-efficient hoist systems that help reduce daily power consumption. Integrated power and water lines remove the need for temporary equipment during main- tenance, which cuts emissions and reduces disturbance around the towers. The installation was planned over two years to minimise impact in the city centre, with careful coordination of crane works, tram routes, and protection of nearby public spaces. The benefits were visible immediately. Jeroen Wijers from Rijksvastgoedbedrijf shared that a full facade inspection was completed right after handover. Consult- ant Koen Musters from Deerns highlighted the quality of the units and the reliable support from Manntech’s engineering team led by Richard Horkavy and the Dutch team led by Kurt Blancquaert, noting he would gladly work with Facade Access Solutions again. Hague, Netherlands Business highlights 2025 Advanced BMU technology drives sustainability We launched the AMS platform, integrating mechatronic systems with real-time analytics and cloud connectivity. This innovation won the Latour Sustainability Award for reducing energy use, improving safety, and enabling predictive maintenance, transforming facade access into a smart, data-driven service. Strategy partnerships accelerate innovation Our collaboration with Skyline Robotics advances auton- omous facade maintenance, combining robotics with our engineering expertise. This positions us at the fore- front of safer, smarter, and more sustainable access solutions globally. Operational excellence and customer focus Through Integrated Design Services and automation of internal processes, we delivered tailored solutions and improved efficiency. These initiatives ensure project certainty, enhance responsiveness, and reinforce our reputation as a trusted global partner. In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Facade Access 24 Annual & Sustainability Report 2025

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This customer-centric mindset underpins our strategy for sus- tainable, profitable growth. By having a fact-based and ana- lytical approach to sales, we are proactive in identifying sales opportunities. By engaging and supporting customers early in the sales process notable success has been achieved. For example, in mining, dedicated investments in sales and ser- vice personnel, combined with active marketing, have gener- ated significant orders in Latin America. Recent regulatory changes in mining in Brazil suggest that authorities are becoming more aware of the risks associated with working at height. As we educate our mining customers about these risks and the new regulations, we have positioned ourselves as the industry and segment leader. Different demands and success factors across customer segments In our ports business, we have established ourselves as the market leader for elevators to ship-to-shore cranes. By work- ing closely with end users, port owners and crane manufac- turers, we know what it takes to cost-effectively deliver long-lasting and sustainable elevators for a demanding environment with short lead times. In other segments such as power and oil and gas, we are often involved in large-scale projects in collaboration with engineering and construction firms. These types of projects require extensive contractual and project management know- ledge as well as deep technical expertise. These demands create quite high barriers to entry, and over the years we have proven that we can fulfill these demands, making us the preferred supplier for many customers. Achievements, challenges and plans ahead Early in the year we successfully launched the Mini 400 – a replacement lift that leverages existing mast infrastructure to reduce material use, and installation time benefitting the cus- tomer with lower cost and less downtime. The concept has seen immediate traction in the North American market, with preparations underway for expansion in Europe and Asia. However, the year was not without challenges. We have seen our sales of traction elevators drop significantly due to lower offshore oil and gas sales in the North Sea and lower sales to offshore wind support vessels. We are aware of our weaknesses but also our strengths. We want to make sure we improve our cost-competitiveness at the same time as we keep our asset-light approach, relying on partners for New Heights Strategy 2.0 Customer segment focus and targeted salesforce investments Deep and fact-based customer segment knowledge in combina- tion with selected investments in our salesforce to drive organic growth – in geographies where we already are present as well as where we are not. Further aftermarket expansion and service excellence Continued focus on service tech- nician recruitment while driving service productivity and excel- lence initiatives. Online customer training to drive elevator uptime and safety while creating a new revenue stream for Alimak. Improve and expand traction offering Step change in traction competi- tiveness through regional, asset- light partnerships for design and manufacturing. Targeted sales initiatives towards selected cus- tomer segments and regions. “Ensuring our customers are well taken care of and that their elevators are well maintained and operating smoothly is core of our after- market business.” manufacturing and assembly. In 2026, we will update our rack and pinion range of elevators – significantly improving modularity to better adapt to customer needs. Aftermarket – a year of growth and plans to further improve Ensuring our customers are well taken care of and that their elevators are well maintained and operating smoothly is core of our aftermarket business. While increased aftermar- ket is a business opportunity for Alimak, it’s also very much about driving sustainability in practice by maximising the life of our installations. Our improved performance in the after- market is the result of more focus – more focus in securing service contracts and more focus in recruiting skilled service technicians. This will always remain a priority. For every elevator we install we provide onsite training. Since our products last 25+ years, operators on site will change and new training needs will arise. We want to pro- vide our customers with a time- and cost-efficient way of ensuring that their businesses remain updated on safe oper- ation of our equipment. This is why we launched our operator eLearning providing our customers with knowledge about what best practice looks like in case of an incident and basic troubleshooting. June 2024 Crystal River, USA Chris Stevens In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Industrial 26 Annual & Sustainability Report 2025

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Safe and sustainable operations Our business is about improving working at height safety for our customers. As such, we need to make sure we internally excel in driving safety. During 2025, we recorded zero lost-time accidents and very few and minor medically treated injuries. This shows that our commitment to safety is strong. We are also reinforcing our proactive safety work, implementing improvements in how we conduct risk assessments in our factories as well as in the field. During the year, we have accelerated our work on develop- ing plans to fulfil our SBTi commitments. We are not only plan- ning but we are also taking action. We have installed solar panels at our factories in Poland and China and since 2023 we have reduced our emissions from our own operations by 52%. Our plans to reduce the carbon footprint of our products are concrete and clear, combining resource- and cost-efficiency and we will work hard to execute in the coming years. Bendigo, Australia Business highlights 2025 Customer segment focus paying off Customer focus remains key to growth. In 2025, mining in South America stood out, where proactive targeting by Alimak sales engineers and dealers more than doubled our business in the region. Successful Mini 400 launch The Mini 400 lift reuses existing mast infrastructure, cutting material use, installation time, and downtime —lowering costs and supporting sustainability. It gained strong traction in North America, with rollouts planned for Europe and Asia. Acquisition of Century Elevators We acquired Century Elevators, a US rack-and-pinion elevator supplier, strengthening our market position and adding complementary products and skilled technicians. Consolidating US operations at Century’s facility will drive cost synergies and accelerate growth. The Central Deborah Gold Mine in Bendigo, Australia, is a historic site that now wel- comes thousands of visitors annually. Since 1986, an Alimak Scando 20/32 TD elevator has provided safe access 61 metres underground, ensuring a secure experience while preserving the mine’s authenticity. In 2022, the elevator was refurbished with galvanised components and upgraded systems to meet modern safety standards. Sustainability drives the operations. Groundwater pumps at Level 4 remove 1.5 million litres of contaminated water daily, safeguarding the regional water table linked to thousands of historic shafts. To reduce risk and improve efficiency, Alimak engineered a custom SE elevator within a narrow shaft, eliminating hazardous ladder climbs for maintenance crews. Rock-bolted ties and a suspended steel pit structure ensured stability without compromising heritage. To further enhance safety and reduce environmental impact, a permanent Tirak winch system replaced costly crane hire. Certified for man-riding, it provides emer- gency recovery and material handling, reducing operational expenses and sup- porting sustainable practices. These inno- vations protect history, people and the environment—ensuring the mine remains a safe, responsible landmark for genera- tions. Preserving heritage, protecting people and environment In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Industrial 27 Annual & Sustainability Report 2025

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The Construction division faced a difficult market environ - ment, particularly in Europe and North America, with lower volumes due to higher interest rates and increased con - struction material costs. This led to reluctance among developers to invest and delays in project approvals. The Swedish manufacturing facility was affected by these mar - ket conditions, resulting in a reduced manufacturing load. Our flexible approach with rental and used equipment offerings, partially offset the low new equipment sales. Our selective rental business, operating in Australia, France, Germany, Belgium, Netherlands, Switzerland, Canada, and Spain, allows us to be closer to the end customer and increases our understanding of their needs. Our mast climbing work platform strategy also delivered tangible results, bringing increased productivity and reduced cost at construction sites. We also penetrated non-construction markets, such as industrial shutdown applications in South - east Asia, where our platforms are preferred alternatives to scaffolding. By identifying and capitalising on pent-up demand in Europe, Southeast Asia, and the US, we are well-positioned for improvement and growth in 2026. Building strength for tomorrow’s opportunities Despite challenging market conditions, 2025 marked a trans- formative year for our product portfolio. We launched the Scando 650a series, a next-generation hoist offering custom- ers robust ownership and future-ready technology. The SC2500 mast climbing work platform, introduced at the Bauma exhibition in Münich in April, expanded our reach into the light segment, a space that Alimak has not tradition- ally participated in. Our Medius 350, a one-ton light construc- tion hoist from Zaragoza, Spain, targeted new market seg- ments, while the STS 300 scaffolding transportation system now connects to more OEM scaffolding, unlocking fresh markets and driving geographical expansion. The upgraded Vectio 350 transport platform, with digital connectivity, exemplifies our commitment to integrating smart solutions across our range. These launches, alongside our Levato 450 and 650 hoists, deliver greater modularity and utilisation, enabling customers to adapt and thrive in diverse markets. Our R&D focus remains steadfast: developing products that anticipate industry needs and empower our partners to build with confidence. All these initiatives have positioned us well to capture opportunities as market conditions improve. New Heights strategy 2.0 Product expansion Focus on digital connectivity and AI-driven features to improve efficiency, safety, and productiv- ity on construction sites, includ- ing smart controls and predictive analytics for equipment, along- side continued investment in lighter, smarter and more efficient products. Driving growth in mast climbing work platforms Enhanced mast climbing work platforms (MCWP) that offer ergonomic, modular and highly productive access solutions across construction and indus- trial applications. They deliver significantly higher efficiency than scaffolding, providing a safer, more efficient alternative that replaces traditional scaffold- ing, with proven gains in produc- tivity, reduced site logistics and lower project costs. Sustainable product support solutions A circular-economy approach through rental, used-equipment offerings and refurbishment, combined with a selective rental strategy, consultative selling and expansion into new markets and segments to build long-term cus- tomer partnerships. Continued strong focus on safety and sustainability Our digital transformation strategy, including tools like Ali Calc and Parts Online, makes it easier for customers to engi- neer safe applications, interpret parts, and request quota- tions globally. The launch of our online training tools through the "Five Star" programme ensures we remain the safest in the industry. Our circular economy model—repurchasing, “Our online training tools ensure we remain the safest in the industry.” Februari 2025, White Plains, USA Joel Arguelles In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Construction 29 Annual & Sustainability Report 2025

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refurbishing, and redistributing products—reduces waste and extends product life globally. We share resources and opera- tional sites with the Industrial division, ensuring our sustaina- bility strategy is consistent and impactful. By improving our supply chain, we have reduced carbon emissions and enhanced operational efficiency. Business highlights 2025 Next-generation product launches driving market expansion 2025 saw the introduction of the Scando 650a hoist and the SC2500 mast climbing work platform, setting new benchmarks for performance and versatility. These innovations, alongside the Medius 350 and STS 300 systems, opened the doors to light construction seg- ments and expanded our global footprint. Digital transformation enhancing customer experience Our commitment to customer success was reinforced through advanced digital tools like Ali Calc and Parts Online, simplifying engineering and procurement pro- cesses worldwide. The launch of online training via the Five Star programme further strengthened our position as the industry’s safest and most customer- focused partner. Strategic pivot to infrastructure and industrial projects Despite softer traditional markets, we achieved resil- ience by focusing on infrastructure projects and indus- trial applications. This shift brought increased produc- tivity and reduced cost at construction sites, while un - locking new opportunities in Europe, Southeast Asia, and the US. Stockholm’s Wenner-Gren Center, built in 1962, is one of Sweden’s most iconic landmarks. After more than 60 years, its facade required a renovation. Alimak hoists were vital during the original construction of the 74 meter tower and, 63 years later, were chosen again for the renovation. Four Alimak Scando 650 hoists were installed to pro- vide efficient vertical transport for people and materials. Each car carries up to 2,400 kg, enabling bulky items to reach the right floors, boosting productivity and safety. Two twin mast climbing plat- forms were also deployed, creating a 19-metre-wide platform for installing new facade panels. To keep the project on schedule, access towers between hoist pairs ensured full facade access via the hoists. Installing Alimak hoists at Wenner-Gren Center for a second time underscores their reliability and efficiency, reinforcing Alimak’s commitment to innovative verti- cal access solutions for the construction industry. Stockholm, Sweden Renovating history: Alimak hoists at Wenner-Gren Center In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Construction 30 Annual & Sustainability Report 2025

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2025 was a year of transformation for the HSPS division. Despite significant headwinds in the European construction sector and global trade uncertainties, the division responded with agility, innovation and a sharpened customer focus. The acquisition of Swedish Interlift was an important event, a specialised lifting and height-safety company with around MSEK 50 in annual revenue and a vertically inte- grated business model. With its dedicated team and strong local market presence, it brings complementary products and deep technical expertise that strengthen our offering. The acquisition also broadens our access to the Nordic mar- ket and enhances our ability to provide end-to-end service. Sharpened focus on value-added segments The division’s overall performance in 2025 was shaped by a slowdown in European construction and increasing uncer- tainty linked to tariffs and trade barriers. In response, we implemented robust mitigation plans, focusing on markets and sectors, which showed stronger momentum to compen- sate for weaker regions. The year began with a solid start, driven by strong suspended access sales in North America. Challenging conditions persisted in Europe, while U.S. tariffs slowed customer investment. We sharpened our focus on segments such as elevators, water and wastewater management, electric grids, and energy. Increased sales efforts and investments in high- potential regions, including the Middle East, Australia, and Brazil positioned us for growth. Continued execution of our mitigation plan remains a priority as we navigate the volatile market conditions. Customer-centric innovation Deepening collaboration with end customers is a corner- stone of our strategic plan. By understanding their needs and co-developing tailored, innovative solutions, we con- tinue to strengthen our relationships and deliver value. Our strategic focus remains on three key segments: industry, construction, and infrastructure. In North America, we achieved a strong performance in temporary access solutions with both long-standing and newly acquired customers. In Germany and Poland, we suc- cessfully delivered jointly-designed fall protection equipment for new transformers. In Spain, Tirak hoists were adopted by a major energy customer where the solution was developed in close collaboration with the client over several months. New Heights strategy 2.0 Organisational streamlining and efficiency Centralisation of operations, R&D, and product management, adoption of smart manufacturing and digital tools, and optimisa- tion of supply chain to improve margin and enable faster deci- sion-making. Customer obsession and segment tailoring Segmentation of customers and adaptation of sales channels (direct, e-commerce, distribu- tion), with tailored solutions for construction, industry, and infra- structure, supported by digital tools and certified partners. Geographical expansion and inorganic growth Strengthening positions in Europe and North America, while expanding into high-potential markets (e.g., Brazil, Middle East, India, Australia), and pursuing acquisitions to consolidate frag- mented markets and broaden the portfolio. “Deepening col- laboration with end customers is a cornerstone of our strategic plan.” These examples highlight our commitment to customer-cen- tric innovation and our ability to deliver solutions that meet diverse needs across global markets. Reinforcing R&D capacity During the year, we reorganised our R&D function to acceler- ate product development. This reorganisation provided clear visibility of workload and capacity across all R&D teams, improving resource allocation and establishing a compre- hensive R&D roadmap as a management and prioritisation tool. Optimising and reinforcing R&D capacity has enabled us to deliver key achievements throughout the year. In height safety, we rolled out the new Blocfor norm and finalised the harness “HT Smart” in September. We initiated a modernisation programme for personal protection equip- ment (PPE), particularly harnesses, and made progress on the new Tracpode and extended Davitrac. Travrail 2 entered the prototyping phase. In productivity solutions, Camac hoists are ready for manufacturing in Huesca, Spain, to be launced in 2026. Tralift Power and Tralift Speed samples were received and are currently under testing, while Sodenic Phase 2 and Minifor EVO are now in prototyping. These developments illustrate how our enhanced R&D structure is enabling faster, more focused innovation that keeps us ahead in safety and productivity. In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Height Safety & Productivity Solutions 32 Annual & Sustainability Report 2025

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Dedicated to enviromental responsibility During 2025, we accelerated our transition to renewable energy and low-carbon operations. The installation of solar panels at Tractel UK enabled on-site renewable energy generation, which reduced reliance on fossil-based electricity. Tractel Germany achieved official green-energy certification, confirming that its electricity consumption now comes from certified renewable sources. Our fleet transition to electric vehicles saved 29 tonnes of CO2e saved this year, reflecting our commitment to cleaner mobility. We continued to deploy low-carbon heating solutions, pro- gressively replacing gas-based systems with electric alterna- tives such as air-to-air heat pumps. Other ongoing initiatives include sourcing greener raw materials, improving transport sustainability, and engaging suppliers in energy-efficient manu- facturing processes. These efforts demonstrate our dedication to environmental responsibility and our ambition to lead the industry in sustainable practices. Spain Business highlights 2025 Stable performance amid market challenges Despite European construction headwinds and global trade uncertainty, HSPS delivered stable results through mitigation plans and focus on high-potential regions. Growth in suspended access sales in North America and elevator projects in the Middle East offset softer markets. Customer-centric innovation driving growth We strengthened collaboration with customers, deliver- ing tailored solutions across energy, infrastructure, and industry. Key projects included fall protection for trans- formers in Germany and Poland, Tirak hoists for an energy client in Spain and Faba ladders in Italy. Accelerated innovation and sustainability A reorganised R&D function sped up product develop- ment, including Blocfor norm, HT Smart and new PPE programmes. Sustainability advanced with solar panels at Tractel UK, green-energy certification in Germany, and EV fleet transition saving 29 tonnes of CO2e. Tirak hoists again prove their wide application range Tirak hoists are used in a number of applications where they provide clear benefits. In 2025, a Spanish energy player decided to implement a new way of installing blades on wind turbines. In general, this process requires the hiring of a very large mobile crane – imply- ing costs, major constraints on project management, and a lack of flexibility. Instead, a 3-ton, material handling Tirak hoist was used as part of a lifting system, which included beams and sheaves and is operated from an anchor beam located in the wind turbine’s hub. Setting up this solu- tion required close collaboration with the user, and in this case it took several months - and benefits included a 50% saving in the cost of blade replacement, and com- mercial success for the HSPS division in Spain. The advantages of the Tirak hoists are its quality, reli- ability and robustness. This is why it was chosen as part of a solution to replace or install blades at wind towers. Installation teams must be equipped with reliable solu- tions in order to be perfectly efficient. Initially developed for blade replacement, this solution is likely to also be used for initial installation of new wind turbines. In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Height Safety & Productivity Solutions 33 Annual & Sustainability Report 2025

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The Wind division demonstrated stability and agility in 2025, despite intense competition and uncertainties in parts of the world. Strong order intake in APAC and Europe, especially in both onshore and offshore segments, propelled growth. The US market, after a slow mid-year period, rebounded strongly, reflecting our ability to adapt and seize opportuni- ties. Despite political uncertainties and changes to govern- ment support programmes, such as adjustments to tax credits and renewable energy incentives, our customers remained optimistic and are planning for sustained activity in the mid-term perspective. This confidence translates into robust demand for our products and services. China’s rapid expansion, with new installed capacity rising from 80 GW in 2024 to 100 GW in 2025, represents a 25% increase. Further- more, the ambitious plans through 2030 that aim for 120 GW annually, underscore the business opportunities we see con- nected to the region’s energy transition. Strategic gains in market share with key OEMs, mark our successful re-entry and expansion into previously untapped customer bases. It is worth noting that aftermarket revenues increased from 32% to just over 38% of total revenues during the year and accounted for more than 41% in the fourth quarter of 2025. This not only strengthened profitability but also deep- ened customer relationships, making the business more resilient. Strong cost control further supported the improved financial performance and profitability, despite challenging market conditions. Customer-centric growth We have strengthened our customer-facing resources, enabling closer collaboration and delivering the support required to drive long-term growth. Our increased presence with major customers demonstrates our dedication to part- nership and satisfaction. Strategic initiatives in India, includ- ing dedicated sales resources and participation in key exhibi- tions, mark our commitment to expanding in emerging markets. Training initiatives, such as the launch of our "Avanti Academy APP" and new digital platforms, add value by mak- ing certification and learning more accessible. These tools empower technicians and customers, ensuring they are equipped with the latest skills and information. Investments in sales and R&D, particularly in India, the UK, China, Germany and the US reflect our belief in growth through innovation and customer focus. New Heights Strategy 2.0 Innovation in lift and tower internals Launch of advanced service lifts with digital controls, remote monitoring, and battery-powered options, plus autonomous ser- vice trolleys and AI-driven inspection systems to enhance safety and efficiency. Service expansion and life extension Growth in aftersales, training, and retrofit solutions to support the rapidly expanding installed base, with a focus on life exten- sion programmes for ageing assets, driving recurring revenue and sustainability. Safety product development and division synergy Expansion of fall protection and PPE offerings, leveraging close collaboration with the HSPS divi- sion to address the growing needs of wind industry techni- cians and create new revenue streams. “Investments in sales and R&D, particularly in India, the UK, China, Germany and the US, reflect our belief in growth through innova- tion and customer focus.” Comprehensive customer solutions We have reinforced resources in both Western and Chinese markets, recognising the critical role of innovation in driving future growth. Automation in manufacturing has improved safety, efficiency and quality, with investments in advanced installations making our production more reliable and cost-effective. Our expanded portfolio now includes safety devices, personal protective equipment for working at heights, and enhanced e-learning courses. These initiatives not only capture greater market share but also provide com- prehensive solutions to our customers. Recent launches, such as advanced service lifts with smart controls and battery-driven technologies, alongside new fall protection systems, have increased our certifications, par- ticularly in the US market. This positions us to serve a global customer base with safety and innovation in focus. Industry recognition, including the prestigious "Innovation Eolo Prize" award for our service trolley, and new patents, highlights our competitive edge and commitment to continuous improve- ment. September 2025 Paracuru Dunes, Brasil Jussier Silva In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Wind 35 Annual & Sustainability Report 2025

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Sustainability: leading by example Sustainability is embedded in our mission, with most targets successfully met and ongoing efforts to drive further progress. Key initiatives include switching to green energy, installing solar panels in Spain, China, and exploring feasibility in Den- mark and Brazil, and transitioning company vehicles to electric where possible. Continuous improvement in energy efficiency, waste reduction, and packaging optimisation is underway across our five main production and assembly sites. Biofuel adoption for service vans in Spain and Brazil has reduced emissions by 90%, with evaluations ongoing in other regions. Collaboration with aluminium suppliers is central to our 2030 CO2e reduction plans, addressing the significant emis- sions from aluminium production. By promoting green energy use and increased recycling, we are confident in reaching our ambitious targets. Our sustainability strategy also encompasses employee engagement, training, and active participation in global initiatives, ensuring that our workforce is aligned with our environmental goals. Business highlights 2025 Strong global growth and market expansion Despite intense competition, the Wind division delivered a robust performance with strong order intake in APAC and Europe and a rebound in the US. Strategic gains with key OEMs and expansion into new customer bases reinforced our global leadership in both the onshore and offshore segments. Aftermarket and operational excellence driving profitability Aftersales revenue grew to over 38% of total revenue, exceeding 41% in Q4 2025, strengthening resilience and customer relationships. Cost reduction initiatives and lean structures ensured profitability even amid market volatility. Innovation and sustainability at the core New smart service lifts, battery-driven technologies, and fall protection systems enhanced safety and efficiency, earning industry recognition. Sustainability milestones include solar installations and biofuel adoption. A new era in clean energy: China’s first hybrid wind tower equipped with Avanti Pegasus L Lift In late 2025, the division successfully installed and com- missioned a rack-and-pinion service lift in a pioneering 160-metre hybrid wind tower supporting a 6.25 MW onshore wind turbine in Shandong, China. This achieve- ment represents a critical step toward accelerating the transition to clean energy in Shandong province. Innovative design for resource efficiency The hybrid tower combines a concrete base with a steel tubular section, elevating the nacelle to 170 metres for optimal wind capture. This design reduces steel con- sumption and extends asset life, lowering embodied carbon and reinforcing our commitment to circularity and responsible resource use. Decarbonising regional energy supply The renewable energy generated by this wind farm displaces coal-based generation, significantly reducing Shandong’s carbon footprint. By delivering electricity at a lower unit cost, the project supports China’s climate targets and contributes to affordable, clean energy access—aligned with UN Sustainable Development Goals (SDG 7 and SDG 13). Embedding safety and social responsibility Safety and well-being remain central to our operations. The Avanti Pegasus L service lift integrates advanced EHS standards, improving working conditions and reducing risks for technicians. Through continuous train- ing and technology upgrades, we foster a safe, inclusive, and sustainable workplace for all stakeholders. Governance and long-term impact This initiative exemplifies our ESG strategy: combining innovation, environmental stewardship, and social responsibility to deliver long-term value. By prioritising sustainable engineering and ethical practices, we strengthen resilience and contribute to a low-carbon future. Shandong, China In brief Strategy & targets Divisions Facade Access Industrial Construction Height Safety & Productivity Solutions Wind Financials & governance Financial statements Other — Divisions: Wind 36 Annual & Sustainability Report 2025

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Board of Directors’ report The Board of Directors and the President & CEO of Alimak Group AB hereby present the Annual Report and consolidated accounts for the 2025 financial year. Alimak Group AB is a public limited Company with its registered office in Stockholm and company registration number 556714–1857 . Business and operational structure Alimak Group AB is the Parent Company of a Group that is a global provider of access solutions for professionals working at heights. The Group has 26 production and assembly facilities in 15 countries around the world, along with our internal sales and service network and external distributors that supply and maintain vertical access solutions in more than 120 countries. Operations are divided into five divisions: Facade Access, Industial, Construction, Height Safety & Productivity Solutions and Wind. The Facade Access division offers a comprehensive range of permanently installed access solutions – from safety access systems to Building Maintenance Units, custom-engineered designs and infrastructure-specific solutions. The offering also includes services ranging from design to installation, mainte- nance and retrofit. The Industrial division offers a wide range of elevators for permanent use across a broad spectrum of industries and harsh environments. The offering also includes service contracts to maintain reliability of the solutions which can be in use for more than 20 years. The Construction division develops, manufactures, sells, services and provides rentals of a wide range of construction hoists, transport platforms and mast climbing work platforms for temporary use in construction and renovation projects glob- ally. The offering also includes services like spare parts, training and certifications. The Height Safety & Productivity Solutions division offers reliable, innovative, high-quality lifting and fall protection equipment and services. The Wind division offers products, solutions and training courses for safe work in wind turbines, such as service lifts and ladders, with the aim of helping customers make wind energy cost competitive. The offering also includes services. Purchasing and supply of materials For its manufacturing, the Group purchases made-to-order and standardised materials, components and services from regional and global suppliers. Certain key components are also made within the Group. Where possible, the Group uses a range of different suppliers, and always tries to avoid being dependent on a single supplier. The Group strives to negotiate Group-wide supply agreements with its main suppliers. All sup- pliers must comply with the requirements stipulated by the Group regarding precision of supply and financial stability, as well as ESG compliances. Sustainability and corporate responsibility The Group’s Code of Conduct is based on the ten principles of the UN Global Compact and covers the areas human rights, labour, environment, and anti-corruption. The Code of Conduct defines the Group’s ways of working, to ensure that all activities and stakeholder interactions are carried out with a high degree of integrity. The Group has set sustainability targets related to ESG assessment of suppliers, employee satisfaction and health & safety. We are also in the final phase of verifying science- based emissions reduction targets. Significant events during the year Capital Markets Day and strategic update On 25 November 2025, Alimak Group hosted a Capital Markets Day, where President and CEO Ole Kristian Jødahl unveiled new financial and sustainability targets, alongside the next phase of the Group’s transformation strategy. We introduced New Heights 2.0, with updated divisional strategies designed to accelerate profitable growth through 2030. At the event, we also announced ambitious targets valid through 2028, including average annual revenue growth of 8 to 12% and an adjusted EBITA margin of 20% by 2028. We remain committed to maintaining an effective capital structure, with net debt below 2.5 times EBITDA, and to our dividend policy of distributing 40 to 60% of net profit. Changes in the Board of Directors In April 2025, Zeina Bain left the Board of Directors and Dr Annette Rinck was elected as a new member of the Board of Directors. Organisational changes in the leadership team As of 1 March 2025, José Maria Nevot was promoted to EVP of the Height Safety & Productivity Solutions division and Rafael Peña Guinaliu was promoted to EVP of the Wind division. On 1 August 2025, Hervé Ros was promoted to EVP of the Facade Access division replacing Philippe Gastineau, who decided to leave the Group. Actions to further improve Facade Access margins To ensure the proper margin uplift for the division, we adjusted the Facade Access division's fixed costs. This involved capacity reduction in Spain and cost savings in Luxembourg. The total restructuring cost was MSEK 60. The expected annual savings are MSEK 30, starting in 2026. Improved Employee Net Promoter Score Our decentralised structure empowers employees and manag- ers, fostering a culture of ownership, collaboration, and contin- uous improvement. In 2025, enhanced project ownership frameworks and personalised development plans drove engagement to record levels, with our Employee Net Promoter Score (eNPS) increasing to 35 (26). Our people remain the foun- dation of our success. Accelerating sustainability leadership In response to stricter regulatory requirements and growing customer demand for sustainable products, Alimak Group developed a climate transition plan in 2025, based on extensive Scope 3 mapping. Our targets will be submitted to the Science Based Targets initiative (SBTi) in Q1 2026. In brief Strategy & targets Divisions Financials & governance Board of Directors' report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 38 Annual & Sustainability Report 2025

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Value-accretive acquisitions During the year, we completed the acquisition of Century Eleva- tors in the US, reinforcing our Industrial division and service capabilities in North America. The acquisition of Interlift in Sweden expanded Height Safety & Productivity Solutions, deepening relationships with major customers and leveraging the full value chain. We remain committed to pursuing value- accretive acquisitions that support our strategic ambitions. Financial overview Multi-year overview MSEK 2025 2024 2023 2022 2021 Revenue 6,874 7,099 7,097 4,512 3,728 Operating profit, EBIT 977 998 945 546 448 Profit before tax, EBT 810 810 681 485 410 Net profit for the year 604 623 515 376 307 Balance sheet total 13,422 14,276* 13,642* 14,286* 5,861* Equity/assets ratio, % 54 53 51 31 65 Average number of full time employees 2,956 2,957 2,956 2,134 2,057 * Restated, see note 2.3 Revenue and operating profit (EBIT) Revenue for the Group totalled MSEK 6,874 (7 ,099), increasing 2.0% organically. Operating profit (EBIT) amounted to MSEK 977 (998), representing an operating margin of 14.2% (14.1). 2025 was affected by items affecting comparability of MSEK –74 (–23). Analysis per segment 2025 2024 MSEK Revenue Operating profit Revenue Operating profit Facade Access 1,919 195 1,985 146 Industrial 1,544 391 1,535 375 Construction 1,533 191 1,626 202 Height Safefy & Productivity Solutions 1,292 155 1,360 172 Wind 641 120 693 127 Interdivision elimination –56 – –99 – Items affecting comparability – –74 – –23 T otal 6,874 977 7 ,099 998 The Facade Access division's revenue decreased by 3.4% to MSEK 1,919 (1,985), an increase of 3.3% at constant currency. EBIT increased to MSEK 195 (146). The restructuring pro- grammes and better project execution have impacted margins positively. For the Industrial division, revenue increased by 0.6% to MSEK 1,544 (1,535), an organic increase of 3.5%. EBIT increased to MSEK 391 (375). The business delivered solid progress, driven by healthy equipment activity and steady aftermarket growth. Stronger product mix and increased aftermarket activ- ity lifted margins, while a growing equipment backlog supports the future outlook. The Construction division's revenue decreased by 5.7% to MSEK 1,533 (1,626), an increase of 0.3% at constant currency. EBIT decreased to MSEK 191 (202) driven by lower revenue and the product mix. The Height Safety & Productivity Solution division's revenue decreased by 5.0% to MSEK 1,292 (1,360), an organic decrease of 0.5%. EBIT was MSEK 155 (172) driven by lower revenue and investment in product development, sales and marketing. For the Wind division, revenue decreased by 7 .5% to MSEK 641 (693), a decrease of 1.1% at constant currency. EBIT decreased to MSEK 120 (127) driven by lower revenue. Financial income and expense Net financial items for the year amounted to MSEK –168 (–188) Interest net was MSEK –106 (–186). The impact from IFRS 16, Leasing, was MSEK –15 (–14) and the remainder primarily related to currency impact. The decreased interest net is due to a lower level of market interest rates. Ta x The total tax expense for the year was MSEK 206 (187), corre- sponding to an effective tax rate of 25.4% (23.1). The tax expense varies depending on the geographic distribution of where the Group’s profits arise and the possibility of utilising tax loss carryforwards. Profit for the year Profit for the year totalled MSEK 604 (623). Comprehensive income for the year totalled MSEK −55 (901). The difference between profit for the year and comprehensive income for the year is mainly due to a decrease in the translation reserve. Cash flow Cash and cash equivalents at 31 December 2025 totalled MSEK 1,159 (1,095). Cash generation continues to be strong. The Group’s cash flow from operating activities totalled MSEK 829 (1,148). The Group’s cash flow from investing activities amounted to MSEK –242 (–130). The Group’s cash flow from financing activities totalled MSEK –454 (−686). Financing and financial position The Group’s balance sheet total was MSEK 13,422 (14,276) at year-end. Net debt totalled MSEK 2,374 (2,599), primarily con sisting of loans from credit institutions (see Notes 18 and 21). Goodwill and intangible assets At year-end, the carrying amount for intangible assets was MSEK 7 ,892 (8,545), of which goodwill comprised MSEK 5,731 (6,109). The yearly impairment test did not indicate any impair- ment need of the carrying amount of goodwill and intangible assets. Equity On 31 December 2025, the Group's shareholders’ equity totalled MSEK 7 ,195 (7 ,569). In addition to the result from the year’s operations, the change in equity reflects the dividend paid of MSEK –317 and other changes of MSEK −661, of which MSEK −673 comes from the translation reserve for foreign operations. The remainder was related to share-based compen- sation, cash-flow hedges and revaluation of pension plans. In brief Strategy & targets Divisions Financials & governance Board of Directors' report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 39 Annual & Sustainability Report 2025

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Employees The Group prioritises having its own permanent workforce and works proactively and systematically to ensure the well-being of employees and occupational safety. Each legal entity in the Group has its own local personnel policy that complies with local laws, regulations and agreements as well as a common policy for the entire Group. The staffing level during the year was considered to be well balanced in terms of order volumes, and adjustments are made on an ongoing basis to meet the demands. The average number of full time employees in 2025 was 2,956 (2,957). At year-end, the number of employees totalled 3,059 (3,042). Salaries and remuneration during the year amounted to MSEK 1,880 (1,894). Research and development The aim of the Group’s research and development is to increase customer productivity, reduce environmental impact, improve the work environment and cut costs. R&D, a top priority in the Group, also encompasses the development of production tech- nology, production processes and IT systems, where such is necessary. The work is mainly carried out at, or close to, the production companies and in close cooperation with custom- ers. Extensive sharing of experiences takes place between the divisions in order to create synergies and new ideas for the future. R&D costs for the year totalled MSEK 178 (166). Outlook Alimak Group has a market-leading range of high-quality products and services in selected niches. With a presence in more than 120 countries, the Group develops, manufactures, and sells vertical access and working at height solutions with a wide range of usage that add customer value through enhanced safety, higher productivity, sustainability and improved cost efficiency. The product offering is complemented with a global service organisation that provides support throughout the entire equipment lifecycle, including routine maintenance, repairs, renovations, retrofits, and replacements. The global service organisation is instrumental to ensuring a long life of our products which is a core element in lowering the Group’s scope 3 emissions. 2025 was a demanding year, with several external headwinds affecting performance. It became a year of consolidation, as we protected profitability, strength- ened our market-leading positions, and continued investing for accelerated profitable growth. Our business is supported by the strong trends of urbanisation, verticalisation of cities, digitalisa- tion, and increased global focus on health and safety. There is also a growing demand for efficient access solutions that reduce our customers’ climate footprint and increase productiv- ity. All of this brings fundamental growth to our business. Environmental impact Alimak Group’s impact on global warming is distributed throughout the value chain, with the most significant impact found in scope 3. Compared to our base year 2019 the Group has reduced emissions in scope 1, scope 2 and business travel in scope 3 by 44%. Within the value chain, large shares of the emissions are located upstream in material extraction and refinement. Additionally, emissions are found downstream in the energy usage of products at customer sites and in product maintenance. The Group actively works to reduce its environ- mental footprint, focusing on procuring more sustainable mate- rials. R&D efforts are underway to reduce the impact of main- tenance, decrease product weight, and enhance the energy efficiency of our products. In early 2026, the Group will establish new emissions reduc- tion targets that will be validated by the Science Based Targets initiative (SBTi). Sustainability reporting In accordance with Chapter 6, § 1 1 of the Swedish Annual Accounts Act and the European Sustainability Reporting Stand- ards (ESRS), Alimak Group has worked throughout the year to align its sustainability reporting with the requirements of the new regulatory framework. As part of this effort, the Group con- ducted a comprehensive double materiality assessment to iden- tify the sustainability topics most relevant to both our business impacts and our financial risks and opportunities across the value chain. Based on the results of this assessment, and in addition to the general disclosures required under ESRS 2, Alimak Group reports in accordance with the topical standards E1 on Climate Change, E5 on Resource Use and Circular Economy, S1 on Own Workforce, S2 on Workers in the Value Chain, S4 on Affected Communities, and G1 on Business Conduct. This selection reflects the areas determined to be material for the Group’s operations and stakeholders. This work marks a significant step in strengthening our ESRS-aligned reporting, ensuring that our disclosures accurately reflect the most material sustainability topics for Ali- mak Group. We will continue to refine and expand our ESRS-compliant processes and methodologies as part of our commitment to transparent, robust and future-proof sustaina- bility reporting. Share capital and ownership At the end of the year, Alimak Group’s share capital amounted to SEK 2,151,462, consisting of 107 ,573,1 1 1 shares (par value SEK 0.02). The Group has just one class of share, and all shares carry one voting right. On 31 December 2025, Investment AB Latour, the single largest shareholder in Alimak Group, held 32,033,618 shares, corresponding to approximately 29.78% of the total number of shares. Alantra EQMC Asset Management SGIIC held 10,839,612 shares, corresponding to approximately 10.08% of the shares. First Swedish National Pension Fund held 8,984,969 shares, cor- responding to approximately 8.35% of the shares. Alimak Group owned 1,739,91 1 own shares, corresponding to approxi- mately 1.62% of the shares. No restriction applies in law or the Articles of Association as to the transferability of the shares. There are no restrictions as to how many votes each shareholder can cast at an AGM. For further information regarding the Group’s shares and ownership, see pages 159–161. Corporate Governance In accordance with the Swedish Annual Accounts Act, Alimak Group has prepared a corporate governance report that includes the Board of Directors’ report on internal control. This can be found on pages 104–1 14 of this document. Current guidelines from the Board for remuneration payable to senior executives At the annual general meeting in 2022, it was resolved to adopt the following guidelines for salary and other remuneration to directors, the President and Chief Executive Officer (CEO), and other senior executives, in accordance with the Board’s proposal. Senior executives refer to senior executives of the Group Leadership Team. These guidelines are valid for agree- ments entered into after the general meeting’s resolution and for changes made to existing agreements thereafter. These guidelines do not apply to remuneration decided or approved by the general meeting, for example director fees and share- based incentive programmes. In brief Strategy & targets Divisions Financials & governance Board of Directors' report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 40 Annual & Sustainability Report 2025

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The guidelines’ promotion of the Company’s business strategy, long-term interests and sustainability Information about the Group’s business strategy can be found on pages 1 1–20. It is of fundamental importance to the Group and its share- holders that these guidelines, in both a short- and long-term perspective, create good conditions to attract and retain competent senior executives. The purpose of these guidelines is to increase transparency in remuneration issues and through relevant remuneration structures, create incentives for senior executives, to execute strategic plans and deliver effective oper- ational results to support the Group’s business strategy and long-term interests, including its sustainability. To achieve this, it is important to offer fair and internally balanced terms that are at the same time competitive on the market with respect to structure, scope and compensation levels. These guidelines ensure that senior executives, regardless of geographical market, may be offered competitive total compensation. Remuneration and forms of remuneration The terms of employment for senior executives should consist of a balanced combination of fixed remuneration, variable remuneration, pension and other benefits, and terms for dismissal and termination benefits shall correspond. Such a combination of compensation fosters and supports manage- ment and achievement of objectives in both a short and long- term perspective. The various types of remuneration that may be paid out are described below. Fixed remuneration The fixed remuneration shall be individually determined and shall be based on each individual’s responsibility and role as well as the individual’s competence and experience in the relevant position. Variable remuneration The variable remuneration shall be measured during a period of one year and be structured as a percentage rate of the fixed remuneration. The variable remuneration may be up to 70% of the fixed remuneration for the CEO and up to 50% for other senior executives. Variable remuneration must be linked to predetermined and measurable goals that can be financial or non-financial and that promote the Company’s long-term and sustainable development. The goal formulation must be designed so that no variable remuneration is paid if a minimum level of per- formance is not met. At the end of the annual measurement period, an overall per formance evaluation shall be made to determine the extent to which the objectives have been achieved. The Remuneration Committee is responsible for the evaluation with respect to variable compensation to the CEO and other senior executives. With regards to financial objectives, the evaluation shall be based on audited financial information published by the Group. Pension The main principle is that pension contributions are based on collective bargaining agreement provisions in each geo- graphical market. On entering into new pension agreements, senior executives entitled to pension will have defined contribu- tion pension agreements based on fixed remuneration. Variable remuneration shall constitute pensionable salary only when necessary to comply with mandatory collective bargaining agreement provisions applicable to the senior executive. Pensioning of senior executives takes place in accordance with the respective country’s pension rules. Pension agreements for the CEO shall be a defined contri- bution based plan and must not exceed 40% of the fixed remu- neration. For employments governed by rules other than Swedish, pension benefits may be duly adjusted for compliance with mandatory rules or established local practice, taking into account, to the extent possible, the overall purpose of these guidelines. Other benefits Other benefits, such as health and medical insurance must comprise a minor part of the total compensation and must correspond to what may be deemed market practice in each geographical market. For employments governed by rules other than Swedish, other benefits may be duly adjusted for compliance with man- datory rules or established local practice, taking into account, to the extent possible, the overall purpose of these guidelines. Special remuneration Further special remuneration may be awarded for extra ordinary arrangements provided that they are limited in time and are awarded on an individual basis. Examples of situations where special remuneration may be awarded are to recruit or retain executives, as remuneration for extraordinary performance beyond the individual’s ordinary tasks and to induce individuals to move to new places of service or accept new positions. Any resolution on such remuneration shall be made by the Board based on a proposal from the Remuneration Committee. Long-term incentive programme The general meeting can and has for a number of years, in addition to and independently of these and previous guidelines, decided on other long-term incentive programs. In 2025, the general meeting decided, for example, on the introduction of long-term incentive programmes in the form of a call option programme. For more information about these programmes, see the respective year’s notice of the annual general meeting. T erms for dismissal etc. Terms for dismissal and termination benefits shall correspond to what may be deemed market practice on each geographical market. The CEO has a notice period of six months when notice is given by him/her and a notice period of twelve months applies when notice is given by the Company. Between the Company and other senior executives, a mutual notice period of six months normally applies. On entering into new employ- ment agreements, agreement may be made with senior execu- tives on severance pay corresponding to a maximum of twelve months’ fixed remuneration. The foregoing applies only to notice given by the Company and, in general, the established practice in each geographical market where the executive works, applies. Remuneration payable to Directors In certain cases, Directors elected by the general meeting, should be able to receive fees and other renumeration for work carried out on behalf of the Group, alongside their Board work. Fees at market rates, approved by the other Board members, may be payable for such services. No remuneration shall be paid to Group employees that serve as directors on the boards of Group companies. Remuneration and employment conditions for other employees In the preparation of this proposal for guidelines, remuneration and employment conditions for employees of the Company have been taken into account by collecting information on the In brief Strategy & targets Divisions Financials & governance Board of Directors' report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 41 Annual & Sustainability Report 2025

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employees’ total income, the components of the remuneration and increase and growth rate over time. The decision-making process to determine, review and implement the guidelines The Board resolves, after preparation by the Remuneration Committee, on the structures of remuneration systems, as well as levels and forms of remuneration to senior executives. The Board shall prepare a proposal for new guidelines at least every fourth year and submit it to the general meeting for adoption. The guidelines shall remain in force until new guidelines are adopted by the general meeting. The Remuneration Committee shall monitor and evaluate programmes for variable remunera- tion for the Group executive management, the application of the guidelines as well as the current remuneration structures and compensation levels in the Group. The members of the Remuneration Committee are indepen- dent of the Group and the executive management of the Group. The CEO and other members of the Group executive manage- ment do not participate in the Board’ processing of and resolu- tions regarding remuneration-related matters in so far as they are affected by such matters. Derogation from the guidelines The Board may temporarily resolve to derogate from the guide- lines, in whole or in part, if in a specific case there is special need for the derogation and a derogation is necessary to serve the Company’s long-term interests, including its sustainability, or to ensure the Company’s financial viability. As set out above, the Remuneration Committee’s tasks include preparing the Board’s resolutions in remuneration -related matters. Miscellaneous Total remuneration and other benefits paid to senior executives during the year are stated in the annual report. Review of the guidelines and description of material changes compared to the current guidelines A review of the guidelines has been conducted ahead of the Annual General Meeting 2026. The Board of Directors’ proposal for new guidelines on remuneration payable to senior execu- tives is largely consistent with the guidelines adopted by the Annual General Meeting 2022. The main change relates to the variable remuneration for the President and CEO. The Board proposes that the variable remuneration may amount to a max- imum of 75% of the fixed salary, compared to 70% in the cur- rent guidelines. Parent Company The business of the Parent Company, Alimak Group AB, con- sists of certain Group-wide, shareholder-related services. Only the CEO is employed by the Parent Company. In addition, the Group’s borrowing is centralised within the Parent Company, which is also the account holder of a Group- wide trans action account (a cash pool) with a financial institu- tion. Revenue for the year totalled MSEK 14 (9) and an operating loss of MSEK –36 (–33) was recorded. Financial net totalled MSEK 8 (44) and profit before tax for the year amounted to MSEK 19 (8). Profit for the year was MSEK 15 (7). At the end of the year, the equity/assets ratio was 60.9% (61.4). By resolution of the 2025 AGM, a dividend of MSEK 317 was paid to shareholders, corresponding to SEK 3.00 per share. At year-end, the Parent Company’s cash and cash equiva- lents, including unutilised credit commitments and overdraft facilities, totalled MSEK 3,064 (3,023). Proposed appropriation of profit The following amounts are available for distribution by the AGM (SEK) Retained earnings 5,248,069,653 Net profit for the year 14,543,463 5,262,613,116 The Board proposes that the amounts be distributed as follows Dividend of SEK 3.30 per share to be paid to shareholders* 349,249,560 To be carried forward 4,913,363,556 5,262,613,116 * The proposed record day for dividend payment is 8 May 2026. The amount proposed as dividend corresponds to SEK 3.30 per share, based on the existing number of shares, 107 ,573,1 1 1 and excluding the 1,739,91 1 shares held by the Group as per record day. In brief Strategy & targets Divisions Financials & governance Board of Directors' report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 42 Annual & Sustainability Report 2025

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— Sustainability statement Introduction Alimak Group’s operations are inherently linked to sustainability. Our products and services enable people to work safely and effi- ciently at height, contributing directly to safer workplaces and more resource-efficient projects. With a business model built on long-lasting, serviceable solutions, sustainability is embedded in how we create value over decades. Sustainability is an integral part of the Group’s overall strategy and guides everything we do – from how we engage with stakeholders and run our operations, to the solutions we deliver to the market. The 2025 reporting marks an important milestone, as it is the first time Alimak Group reports in accordance with the European Sustainability Reporting Standards (ESRS). Sustainability targets development CO2e reduction1) to 2025 30% Employee NPS > 40 LTIFR 2) <2 ESG assessment of suppliers 3) > 80% TARGET 0.0 0.5 1. 0 1. 5 2.0 2.5 2025202420232019 –100 100 202520242023 0 10 20 30 40 TARGET TARGET 0 2 4 6 8 10 202520242023 TARGET 0 10 20 30 40 50 60 70 80 202520242023 % Scope 1 Scope 2 Scope 3 Business travel Scope 3 Commuting Since 2019, we have cut Scope 1 and 2 GHG emissions by 53% through energy efficiency, renewables, and fleet elec- trification. In 2025, we completed a full Scope 3 mapping, with an SBTi-aligned target to be finalised in 2026. We are committed to creating an inclusive, safe, and engag- ing workplace, recognising that employee engagement is key to customer satisfaction. Over the past four years, our Employee Net Promoter Score (eNPS) has improved signifi- cantly—from –2 to +35 – demonstrating the positive effects of our ongoing efforts in employee recognition, safety, pro- fessional development and communication. Safety underpins our zero-harm ambition. Improved reporting and targeted actions support a proactive culture. We are committed to achieving the long-term goal of keeping LTIFR below 2 Responsible sourcing is fundamental to our value chain. During 2025, suppliers representing 81% of our manufac- turing sites direct material spend have made an ESG self-assessment. Based on the output of the assessment together with established country specific risk factors, the suppliers have been classified based on risk. All high risk suppliers have been audited in 2025. 1) Scope 1, 2, 3 Business travel and commuting normalised based on revenue, reduction compared to 2019. 3) Corresponding to 80% of direct material spend. 2) Injury rate per million working hours. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 44 Annual & Sustainability Report 2025

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— Basis for preparation BP–1 General basis for preparation of the sustainability statement The reporting period covers 1 January 2025 to 31 December 2025. Alimak Group AB (publ), corporate reg. no. 556714-1857 , has its registered office in Stockholm, Sweden. The address of the Company’s headquarters is Blekholmstorget 30, 1 1 1 64 Stock- holm, Sweden. Alimak Group AB and its subsidiaries form the Alimak Group, hereinafter referred to as Alimak Group or the Group. Alimak Group is listed on Nasdaq Stockholm under the ticker ALIG. Alimak Group is a global market leader in vertical access solutions for professional use. The Group also offers a comprehensive range of aftermarket services with sales to more than 120 countries. The sustainability statement was approved for issuance by the Board of Directors on 12 March 2026. The sustainability statement has been prepared on a consoli- dated basis, in the same way as the financial statements. As a main rule, all subsidiaries are included in the consolidated sus- tainability reporting. The value chain in the sustainability statement has been covered in the following way: For environmental topical standards, the full value chain has been considered: from raw material extraction & refining, sup- plier manufacturing, transport to us, own manufacturing and assembly, transport to customer, use phase of the product, maintenance of the product, to end of life. For the social topical standards, besides our own workforce, we have covered tier-one suppliers, as well as social hotspots in the value chain such as mines, manufacturing sites, and people working at heights. For the governance topical standard, we have considered our own workforce, tier-one suppliers and our distributor net- work. The Group did not omit any information due to intellectual property, know-how or the results of innovation nor impending developments under Directive 2013/34/EU. Sustainability related capital and operational expenditures are embedded into Alimak Group’s wider investment processes and are not tracked or managed as stand alone categories. As a result, the Group does not publish isolated CapEx or OpEx fig- ures in this ESRS report. Instead, sustainability driven invest- ments are reflected holistically through our strategic initiatives, performance development, and financial statements. Because Alimak Group operates through a divisional struc- ture, MDR A cannot be applied exactly as described. Group sets the overall direction, but divisions make the relevant decisions and prioritise actions based on their own operational needs. Therefore, actions are presented within each topical standard in a way that, while not aligned with MDR A, accurately reflects how the Group functions and improves across each area. BP–2 Disclosures in relation to specific circumstances Given the extensive amount of information required under the Minimum Disclosure Requirements for Metrics (MDR M), the Group has consolidated and summarised these disclosures into a dedicated MDR M table. This table provides a structured over- view of all required metrics and can be found at the end of the ESRS section of this report on page 95. The Swedish Annual Accounts Act, Chapter 6, Sections 10–16 has been applied in the preparation of the sustainability state- ment. As the previous year's report did not constitute a full ESRS-compliant disclosure, the Group does not report signifi- cant changes in this year’s sustainability reporting. Most devel- opments reflect the inclusion of additional information that was not previously required or presented. In this year’s assessment, the Group has applied the time horizons defined by the ESRS framework, using short term (up to one year), medium term (more than one to five years), and long term (more than five years) perspectives. ESRS 2 — General disclosures Governance GOV–1 The role of the administrative, management and supervisory bodies Alimak Group’s corporate governance model is described in the Corporate Governance section of this annual report. In our disclosures, we have made the following interpreta- tions: • Administrative body is the Board of Directors • Management body is the Group Leadership Team • Supervisory body is the Audit Committee The Board is composed of eight directors, four women and four men, elected by the Annual General Meeting, which was held in April 2025. The gender ratio of directors elected by the Annual General Meeting is 50% women and 50% men. One of the eight Board members is employed by Alimak Group, the President & CEO, Ole Kristian Jødahl. In addition to the eight directors elected by the Annual General Meeting, there are two employee representatives appointed by the trade unions. Five of the eight elected Board members (62.5%) are independent in relation to the Company and the Shareholders. The Group Leadership Team has eleven members, three women and eight men. All eleven members of the Group Lead- ership Team are employed by the Group. The members of the Board of Directors and the members of the Group Leadership Team are presented on pages 1 1 1–1 14 of this annual report. At the statutory board meeting that is held after the Annual General Meeting each year, the Board adopts procedural rules for the Board and instructions for the audit committee and the CEO. These documents contain instructions relating to each par- ty’s responsibilities in the sustainability area. The Board has appointed Tomas Carlsson, Helena Nordman- Knutson and Heléne Mellquist as members of the Audit Commit- tee, see page 107 . The Audit Committee is a body within the Board assigned to act as a committee for questions relating to risk assessment, internal control, financial reporting, sustainability In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 47 Annual & Sustainability Report 2025

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— reporting and auditing. The committee acts as the supervisory body for matters relating to sustainability reporting, i.e. including the IRO analysis and the double materiality assessment, the com- mittee has meetings approximately four times per year. At Group level, the responsibility for sustainability rests with the President and CEO. The Group’s Chief Technology Officer (CTO) is responsible for IROs related to E1, E5, S2 and S4, the Chief People & Culture Officer (CPCO) for S1, and the Chief Financial Officer (CFO) is responsible for G1. Internal and exter- nal experts support the leadership team with the IRO and DMA processes, strategy, implementation, monitoring and reporting. The CTO, the CPCO and the CFO are responsible for monitor- ing, managing and overseeing impacts, risks and opportunities and they hold meetings approximately every month. They are supported by an internal team of experts who hold weekly meetings, including the: • Senior HSEQ Manager who reports to the CPCO • Global Project Lead People & Culture who reports to the CPCO Environmental (CTO) Social (CPCO) Governance (CFO) Group Leadership Team Facade Access Division Construction Division HSPS Division Industrial Division Wind Division Board of Directors CEO E S G Organisational responsibility • Lead Engineer Sustainability who reports to the CTO • Group Sustainability Engineer who reports to the CTO • Head of Group Tax & Legal who reports to the CFO • Head of Group Reporting who reports to the CFO The status of the work is reported to the Group Leadership Team, the Audit Committee and the Board. The CTO, the CPCO and the CFO report to the President & CEO. The President & CEO reports to the Chairman of the Board. Proposals for new targets relating to material IROs are first presented by the CTO, CFO and CPCO (depending on which topic it relates to) to the Group Leadership Team and thereafter to the Board for approval. The sustainability strategy for the material topics and the resources and specific skills needed to execute the plans are discussed at the Audit Committee meetings. The ambition over the last few years has been to build good competence internally around ESG matters of relevance for Alimak Group. Progress on the sustainability strategy and related targets is monitored continuously and forms a standing element of the monthly Group Leadership Team meetings. In addition, updates on progress, key developments and perfor- mance against targets are reported to the Board at least once per year. GOV–2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies The CTO, the CPCO and the CFO are responsible for monitoring, managing and overseeing impacts, risks and opportunities. The status of the work is reported to the Group Leadership Team, the Audit Committee and the Board. Two of the four Audit Committee meetings have sustainabili- ty-related topics on the agenda. One of the meetings addresses the topic sustainability reporting and the auditor’s feedback and another one has sustainability targets and activities as an agenda item. The information is normally provided to the Audit Committee by the CTO, the CPCO and/or the CFO depending on the topic. The Global Leadership Team, the Audit Committee and the Board follow up on all the actions agreed, on metrics reported and other measures to ensure progress, otherwise corrective measures will be implemented. The updated IROs identified through the DMA process and their level of materiality was discussed and approved by the Group Leadership Team in September 2025. When strategy and risks are being reviewed, the outcome of the DMA is used as input. An overview of the material IROs can be seen on pages 55, 62, 70–71, 77 , 82 and 85. GOV–3 Integration of sustainability-related performance in incentive schemes Since 2024, the Group’s Short-Term Incentive programme (STI) contains a sustainability target of 10% of the maximum STI out- come. In 2025, the sustainability target relates to the Group’s com- mitment to Science-Based Targets and the progress to develop a transition plan to meet the CO2e SBTi emissions targets by 2031. The targets are proposed by the Group Leadership Team and approved by the Remuneration Committee, see page 107 . In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 48 Annual & Sustainability Report 2025

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— Updates to existing targets follow the same governance pro- cess as the setting of new ones, whereby proposed revisions are first evaluated and put forward by the Group Leadership Team and subsequently submitted to the Remuneration Com- mittee for approval. GOV–4 Statement on due diligence Achieving sustainable business practices requires continuous due diligence efforts. The Group identifies and assesses adverse impacts in its operations, the supply chain and in business rela- tionships. Actual and potential negative impacts inform the DMA process and material impacts are managed accordingly through appropriate measures to mitigate and prevent them, track implementation and communicate transparently. The sus- tainability statement relating to each material topic contains information about the due diligence and risk assessment tools and resources applied to that particular topic. Core elements of due diligence Paragraphs in the sustainability statement A) Embedding due diligence in governance and business model GOV 4 B) Engaging with affected stake holders in all key steps of due diligence SBM 2 C) Identifying and assessing adverse impacts IRO 1 D) Taking action to adress those impacts Described in the actions listed under each topical standard E) Tracking effectiveness of these efforts and communicating Tracked via the metrics in the report both those defined by ESRS and those defined by Alimak Group GOV–5 Risk management and internal controls over sustainability reporting Alimak Group has an annual risk management process that also covers risks in the sustainability area, including sustainability reporting. The Risk Management Process is described in detail on pages 97–103. Each year, the identified risks are assessed and scored in terms of likelihood and financial impact. The initial assessment is made by the divisions and the Group functions. Subsequently, a prioritisation process is performed by the Group Leadership Team to determine which risks should take focus. Owners and timelines for mitigation actions are agreed upon. During the last couple of years, investments have been made in three web-based platforms to improve the collection, quality and control of sustainability metrics; one HR system, one sys- tem for supply-chain monitoring and one tool for environmental and health & safety data. Strategy and business model SBM–1 Strategy, business model and value chain Alimak Group’s sustainability strategy is built around three core pillars: • Promoting health and safety for its own personnel and work- ers across the value chain • Reducing the carbon footprint throughout the full lifecycle of its products and operations • Fostering a corporate culture and leadership grounded in the Group’s governance model These priorities are embedded across all five autonomous divi- sions—Facade Access, Construction, Height Safety & Productiv- ity Solutions, Industrial, and Wind — each of which is responsi- ble for its own supply, development, manufacturing, sales, and service activities. For the Construction division, rental services also form a significant part of the business model. Alimak Group develops, manufactures, sells, and services machines and accessories for vertical access and working at heights in over 120 countries. Its customer base includes indus- trial and construction companies that require temporary or per- manent vertical access solutions. Products include construction hoists, platforms, industrial lifts, building maintenance units, and safety equipment for working at heights. The Group’s full value chain spans: • Raw material extraction and refining (e.g. oil wells, forestry, mining) • Supplier manufacturing (e.g. metals, plastics, electronics, packaging) • T ransport and logistics • Own manufacturing and assembly (e.g. cutting, welding, bending) • Intermediaries (e.g. rental companies) • End users (e.g. companies and individuals using the products) • Recycling and waste management With 26 production and assembly facilities in 15 countries, and a global service network, Alimak Group ensures that its sustain- ability targets are applied uniformly across all markets and operations. The interests and rights of workers in the value chain — par- ticularly with regard to health and safety, fair labour conditions, and environmental impact — are reflected in the Group’s sup- plier screening and evaluation processes. These processes include ESG self-assessment questionnaires, supplier audits and life cycle assessments to identify hotspots for Scope 3 emissions. During 2025, a preliminary transition plan has been developed to reach the emission reduction targets set by SBTi. The Group sources both made-to-order and standardised materials from a diversified network of regional and global sup- pliers. Where feasible, multiple suppliers are engaged per cate- gory to reduce dependency and enhance resilience. All suppli- ers are expected to meet Alimak Group’s standards for delivery precision, financial stability, and ESG compliance. For environ- mental sustainability, the sourcing of materials plays a critical role in how the Group addresses both Scope 3 emissions reduction and the advancement of circularity practices. Rele- vant input materials include steel, aluminium, copper, concrete, zinc, textiles, plastics, cardboard, wood, electronics, and hydraulic/lubricating oils. Key components are also produced in-house, and final products are assembled in Group factories before being shipped to customers. Installation is often carried out by Alimak Group’s own service organisation. The Group invests in new technologies, product develop- ment, automation, health and safety measures, and leadership development to meet its sustainability goals. A Group-wide Sustainability Week is held annually to encourage employees to participate in initiatives such as reducing waste, improving energy efficiency, and enhancing workplace safety. Although direct engagement with value chain workers remains limited, their perspectives are considered through proxy mechanisms such as supplier feedback, audit findings, and sustainability assessments. These insights inform strategic decisions and help ensure that the Group’s business model remains aligned with responsible business conduct and stake- holder expectations. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 49 Annual & Sustainability Report 2025

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— Our main challenges in implementing sustainability into our business model and across our value chain include: • Operating a global production and service footprint across multiple countries and cultures, combined with varying levels of sustainability maturity, makes it challenging to ensure fully consistent implementation which is why this is a focus area for improvement. • Managing sustainability performance across a diverse and complex supplier base is challenging, particularly in relation to uniform ESG compliance, data quality, and transparency in upstream value chains. • Balancing the use of multiple suppliers to enhance resilience with the need for deeper, long-term collaboration on emis- sions reduction and circularity initiatives requires ongoing pri- oritisation and resource allocation. • Achieving meaningful engagement with value chain workers is challenging due to limited direct access, resulting in contin- ued reliance on proxy mechanisms such as supplier feedback, audits, and assessments. • Delivering on sustainability ambitions requires continuous investment in technology, competence development, and change management, while maintaining cross functional alignment and operational efficiency. SBM–2 Interests and views of stakeholders Alimak Group’s business model and strategy are reviewed and updated annually to reflect market developments, customer feedback, evolving machine safety standards, emerging tech- nologies, and innovations from suppliers. Engagement with own workforce: Employee satisfaction surveys are conducted three to four times per year to capture workforce views. Results are discussed at all management levels, and action plans are devel- oped and monitored through subsequent surveys. Value chain workers: The interests and views of workers in the value chain are con- sidered indirectly through supplier ESG self-assessments and audits, which provide insights into working conditions and compliance with sustainability standards. Customer and market feedback: Each division’s product management team collects feedback from customers and end-users on functionality, cost, and qual- ity. This input informs product roadmaps and helps prioritise future R&D activities. Stakeholder engagement: Alimak Group conducts both structured and ad-hoc engage- ment sessions with key stakeholders —suppliers, employees, customers, end-users, and investors. Feedback from these dia- logues is essential for shaping strategy and improving sustaina- bility performance. • Suppliers: Self-assessments, audits, and meetings • Employees: Regular satisfaction surveys • Customers: Standards committees, development projects, complaint analysis, conferences • Investors: Financial reports and presentations Responsibility for engagement: • Suppliers: Division Supply Chain Coordinators • Employees: Chief People & Culture Officer • Customers: Division Head of Product Management • Investors: Chief Financial Officer Purpose of engagement: • Build sustainable relationships across the value chain • Gather input to improve operational sustainability • Understand market demands and financial requirements • Identify opportunities to create value and deliver sustainable solutions Impact on strategy: Stakeholder input has driven increased focus on sustainability, including carbon footprint reduction, supplier engagement, workforce health and safety, and governance training. In 2022, new sustainability targets were set, and in 2024, the Group committed to Science-Based Targets. New financial and sustain- ability targets were presented in November 2025 for the coming three-year period. The business model and strategy are continuously updated based on market conditions, stakeholder feedback, technology shifts, and regulatory changes. Stakeholder feedback is regu- larly communicated to and discussed by the Board and the Group Leadership Team, ensuring oversight and informed deci- sion making. Forming a robust sustainability agenda covering environmental, social, and governance matters is essential in order to remain relevant for all stakeholders. SBM–3 Material impacts, risks and opportunities and their interaction with strategy and business model The Alimak Group emphasises that responsible value chain management is crucial for long-term success. The company lev- erages a global network to maintain high standards of sustaina- bility and business ethics. Alimak Group continuously adapts its processes, products, and services to remain competitive while advancing sustaina- bility. The Group’s strategy focuses on health and safety for employees and value chain workers, reducing carbon emis- sions across the full lifecycle, and fostering governance-driven leadership. Operating in more than 120 countries with a global value chain, Alimak integrates ESG criteria into supplier selec- tion and monitoring, conducts double materiality assessments, and invests in automation, product innovation, and energy effi- ciency. Even though Alimak Group has not yet conducted a for- mal ESRS resilience analysis, these actions address key risks such as human rights compliance, workforce stability, and Scope 3 emissions, ensuring the business model remains ethi- cal, and aligned with stakeholder expectations and long-term value creation. An overview of the IROs is listed below, and details can be found under each topical standard. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 50 Annual & Sustainability Report 2025

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— Impact, risk and opportunity management IRO–1 Description of the process to identify and assess material impacts, risks and opportunities Assumptions: Alimak Group is a global company with low vertical integration in its supply chain. Hence the Group cannot have a perfect over- view of its entire value chain and must use qualified assump- tions when it comes to the impacts on the environment and human rights in the value chain. Where detailed data is missing, the Group relies on country or sometimes region-wide aver- ages and expert opinions. In each case where assumptions were made, the Group tries to acquire as accurate data as pos- sible. Data was collected from government and intergovern- mental sources, industry organisations, NGOs, and experts. The first double materiality process was conducted in 2024, and in 2025 it was updated with more precise scoring methodology. The process can be described as follows: One or more experts were assigned to each area of environment, social and governance. The experts familiarised themselves with the CSRD/ESRS and other relevant standards and stakeholder views. The potential and actual financial and impact materiality of the Group’s activities and business relationships on people and the environment were identified using a risk-based approach prioritising the most severe or likely effect. • The Group monitors the changes in its financial and impact materiality and the implementation of its actions over time in relation to its position in the industry, to ensure that the Group collects and analyses relevant information and com- plies with relevant standards and regulations. In the DMA process, special focus was given to the following areas: • Environmental: Focused on areas of the value chain which are assessed to have the highest environmental impact based on the Life Cycle Assessment methodology. • Social: Special focus was given to activities with a potential and actual negative impact on people. • In relation to the value chain, special focus was given to coun- tries with a high-risk profile. • Governance: Special focus was given to suppliers, own opera- tions, and the distributor network. The following information/stakeholder dialogues were used in the DMA process: • Relevant international standards such as the GRI, TCFD and GHG protocol • Employee surveys • Supplier ESG self-assessment, audits, and ILO • Internal company expertise in human resources, environment, supply chain management, occupational health and safety, and the legal department • Dialogues with customers and users have been conducted either directly or indirectly via participation in standards com- mittees • We directly engage with Alimak Group owners on a frequent basis via Board meetings and quarterly reports • Market trends and competitors IROs were prioritised based on their score. The score uses assessed relative severity, scope and likelihood as its basis of calculation. Each IRO was assigned a score based on the sever- ity of the impact or financial magnitude multiplied by the likeli- hood. Whenever the score of an IRO or a collection of IROs con- nected to a topic was equal to or higher than the set threshold, the topic was deemed material. The financial impact of a risk or opportunity has been esti- mated using the same methodology as for the overall risk assessment process implemented by the Group. Sustainabili- ty-related risks have been prioritised on the same basis as all other risks. The process to identify IROs is in line with and uses similar factors as the Group’s normal risk assessment process but it had to be adapted to fit the ESRS legislation. When the group of internal experts completed their assess- ments, the outcome was presented to the Group Leadership Team and they were given the opportunity to provide their feed- back. The Group Leadership Team decided on the final DMA results in September 2025. The DMA is updated on an annual basis. IROs related to the Group’s own operations are closely moni- tored via monthly and/ or quarterly reports for each site. Devel- opments and the actual metrics are presented to the Group Leadership Team and this results in actions if needed. The Group’s decision-making process is as follows: • The Group proposes the overall strategic development tar- gets, considering both the sustainability-related risks and opportunities • The Board of Directors approves the strategic objectives that affect the Group’s long-term value creation and performance • Each division develops a detailed strategic plan for its opera- tions, aligned with the Group’s short and long-term targets • The Group Leadership Team oversees the implementation of the strategy and policies and monitors the sustainability-re- lated impacts and outcomes of the undertaking's activities, products, and services Evaluating opportunities from a sustainability perspective and other standpoints is deeply embedded in the annual update of the Group’s strategy. IRO–2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement The materiality assessment resulted in the following topics being assessed as material, ESRS 2, E1, E5, S1, S2, S4 and G1. List of relevant IROs is disclosed under each topical standards. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 52 Annual & Sustainability Report 2025

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— Policy matrix Policy Description Intention & Scope Owner Connected IROs Environmental Policy; Climate change and Circular economy Available to all employees internal- ly, and provided to external parties upon request. Alimak Group’s Environmental Policy outlines its commitment to sustainability and responsible business practices. The policy focuses on reducing greenhouse gas emissions and developing low-carbon solutions, ensuring alignment with global climate objectives. It also incorporates circular economy principles by prioritising resource efficiency, reuse, and recycling to minimise waste and environmental impact. The purpose of the policy is to ensure compliance, drive circular economy principles and support the transition to a low-carbon future in line with the Paris Agreement while creating long-term value for stakeholders. It applies to all employees, subsidiaries and partially owned companies. CTO ALL IROs under E1 & E5 Health and Safety Policy Available to all employees internal- ly, and provided to external parties upon request. The Health & Safety Policy places Safety First at the core of Alimak Group’s operations worldwide. It promotes a Zero Harm vision through proactive risk management, safe work systems, and employee engagement. The policy adheres to ISO 45001 Occupational Health and Safety Management Systems and ensures compliance with international and local regulations. The intention of the policy is to embed a strong safety culture across all Alimak Group operations worldwide. Its purpose is to prevent harm, and protect the health and wellbeing of employees. It applies to all Alimak Group employees, all activities carried out on behalf of Alimak Group, and other persons in the value chain performing work for Alimak Group. CPCO All H&S IROs under S1 Code of Conduct Publicly accessible to all via our website. The Code of Conduct defines the ethical principles guiding Alimak Group’s global operations. It covers human rights, labour practices, anti-corruption, and environmental responsi - bility. The Code is based on the UN Global Compact Ten Principles and aligns with OECD Guidelines for Multinational Enterprises, ILO Core Conventions, and the UN Guiding Principles on Business and Human Rights. The purpose of the Code of Conduct is to provide a clear framework for responsible decision-making and behaviour. It aims to protect the company’s reputation, foster trust with stakeholders, and ensure that all activities are conducted ethically and in compliance with applicable laws and regula- tions. It applies globally across Alimak Group in all markets. CFO All IROs under S1 (Excluding H&S) All IROs under S4 and G1 Supplier Code of Conduct Publicly accessible to all via our website. The Supplier Code of Conduct sets clear expectations for ethical, social, and environmental practices across the supply chain. Suppliers must comply with all applicable national laws and international standards, including the UN Global Compact, OECD Guidelines, ILO Core Conventions, and UN Guiding Principles on Business and Human Rights. In addition, suppliers are required to meet material compliance regulations such as REACH (Registration, Evaluation, Authorisation and Restriction of Chemicals), RoHS (Restriction of Hazardous Substances), and any relevant local chemical safety laws to ensure products are safe and legally compliant. The purpose of the Supplier Code of Conduct is to ensure responsible business practices throughout the supply chain. It aims to uphold human rights, promote fair and ethical standards, and support Alimak Group’s commitment to sustainability and compliance with global norms, including UN Guiding Principles on Business and Human Rights and relevant ISO standards. It applies to all suppliers delivering goods and/ or services to Alimak Group. CTO All IROs under S2 Our material topics E1 E5 S1 S2 S4 G1 Climate change Resource use and circular economy Own workforce Workers in the value chain Consumers and end-users Business conduct In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 53 Annual & Sustainability Report 2025

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— Impacts, risks and opportunities (IRO) Material for Impact Financial Reference to policy Value chain Own operations Positive Negative Opportunity Risk Subtopic Material impact or risk Description Mitigation/action E1a−Climate change adaptation Long-term risk of decreased revenues in the oil and gas segments. Lower investments and markets shifts away from the oil and gas segments may reduce demand for new vertical transportation systems in this sector. This risk is managed by expanding into new customer segments such as offshore wind parks, data centres, and carbon capture projects to diversify market exposure. Environmental policy Medium-term physical risk of exposure to extreme weather events at own factories and offices. Six sites have been identified as at risk of extreme weather events. These sites, spread across China, Europe and US, are where the Group conducts manufacturing, storage, distribution, and repair activities. These sites are located in areas where local authorities have made some investments in protective infrastructure against extreme weather events. The Group is evaluating the need for additional measures to protect its assets and ensure operational resilience. Environmental policy E1b−Climate change mitigation Actual negative impact on the environment due to emissions connected to activities upstream and downstream in the value chain. The Group's Scope 3 emissions are significantly larger than emissions from the Group's own operations. The impact is global in nature, difficult to reverse and the Group can only influence it to a limited extent. To reduce these emissions, the Group conducts life cycle assessments to identify actions such as sourcing lower-impact materials, redesigning products, and increasing product lifespan. Environmental policy Short-term risk of increased cost of imported steel and aluminium goods due to the CBAM. From 2026, the CBAM will increase the cost of imported carbon-intensive materials from outside the EU, potentially raising prices for many Group products. Supply chain managers must monitor regulations and increase sourcing of low-carbon alternatives to meet emissions targets and manage raw material costs. Environmental policy Actual negative impact on the environment due to GHG emissions connected to own operations. The Group’s Scope 1 and 2 emissions come from fossil-fuel vehicles, equipment, and purchased energy. While their share of global emissions is small, the Group can significantly influence these emissions. To reduce operational emissions, the Group is mapping energy use and taking actions such as purchasing green energy, reducing consumption, and electrifying vehicles and equipment. Environmental policy Long-term risk of decreased market attractivity and competitiveness if the Group's product range cannot meet customer demands. A global shift to a net-zero economy is driving regulatory changes, customer demands, and investor expectations. A failure to adapt our products may lead to us becoming less competitive. As most markets—especially the EU and UK—pursue decarbonisation, the Group is redesigning its product portfolio and sourcing low-carbon materials to stay competitive. Environmental policy E1d−Energy efficiency Short-term risk of higher than necessary energy costs related to energy inefficiencies at the Group's larger own factories. Some of the Group's larger factories use a significant amount of energy and are exposed to a risk of high energy consumption due to energy inefficiencies in older buildings etc. Energy mappings are carried out to find cost-effec - tive ways to reduce energy consumption as well as to change to energy sources with a lower carbon footprint. Environmental policy E1e−Renewable energy deployment Medium-term opportunity to increase revenue from customers in the wind industry as renewable energy becomes more prevalent. As renewable energy expands, the Group’s Wind division has the potential to grow. With a strong product portfolio, the division is well-positioned to meet increasing demand for vertical access solutions in wind towers. Industries driving the green transition will need vertical transportation solutions. Product and business development will ensure the Group captures these new opportunities. Environmental policy Long-term opportunity to increase sales to customers with offshore wind farms. As the green energy transition advances, new solutions will require vertical access systems. The Group already offers products and technologies that can meet these needs with little or no modification. The Group is active in offshore wind farms and sees opportunities in solar power stations and mines, though these segments will take time to develop. Sales teams are focusing on new customers, while R&D is adapting product designs for diverse installations. Environmental policy E1 E1 – Climate change In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 55 Annual & Sustainability Report 2025

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— Introduction Alimak Group recognises climate change as a critical challenge and has embedded it into its strategic planning. The company proactively addresses both physical risks, such as supply chain disruptions, and transitional risks, including regulatory changes and evolving market expectations. These risks have the poten- tial to increase costs, impact reputation, and reduce demand in markets that are aiming to decarbonise. Meanwhile, Alimak Group views climate action as a driver of innovation. The Group is advancing the development of low-carbon products, performing life cycle assessments, and exploring emerging markets such as offshore wind and carbon capture. Its policies emphasise circularity, resource efficiency, and active stakeholder engagement throughout the value chain. By combining risk mitigation with the pursuit of new oppor- tunities, Alimak Group demonstrates a strong commitment to sustainable growth and leadership in the green transition. A summary table of climate-related impacts, risks, and opportunities (IROs) for Alimak Group is provided below. GOV–3 Integration of sustainability related performance in incentive schemes Climate-related factors are integrated into the short-term incentive programme for members of the Global Leadership Team and and key managers eligible for the incentive scheme. Up to 10% of the maximum remuneration is directly linked to the development of a comprehensive transition plan addressing Scope 1, 2, and 3 emissions. This approach ensures that climate action is embedded in leadership performance and strategic planning. As such remuneration is not directly tied to the reduc- tion of CO2e emissions in this reporting year. IRO–1 Description of the processes to identify and assess material climate-related impacts, risks and opportunities For more comprehensive details, please refer to ESRS 2. In summary, the process is as follows: • The team begins by familiarising themselves with ESRS 1 and other key reports from intergovernmental organisations such as the OECD, IPCC, UN, and the EU. • Each impact, risk, and opportunity (IRO) is assessed and assigned a score for its external and/or financial impact, using standardised scoring tables. The compiled list of IROs is then reviewed, challenged, and approved by Alimak Group’s Global Leadership Team. To evaluate the Group’s climate impact, direct emissions from company sites (including commuting and business travel) are measured and reported, while indirect emissions throughout the value chain, upstream and downstream, are estimated. An activity-based approach is used: life cycle assessments are con- ducted for major product categories and linked to sales data, enabling a comprehensive calculation of total value chain emis- sions from material acquisition, manufacturing, transport, installation, operation, maintenance, to end-of-life. Data regarding physical climate risks has been compiled in collaboration with the Group’s insurance provider. Based on this analysis, we have identified six sites where potential action may be required: two in China, two in Spain, one in Italy, and one in the United States. The specific measures to be under- taken by the Group are currently under review and will be determined next year. Alimak Group has implemented a structured process to iden- tify and assess climate-related transition risks and opportunities across its operations and value chain. This includes analysing exposure and sensitivity to regulatory, market, and technologi- cal changes over the short, medium, and long term. Activities that support alignment with a climate-neutral economy are identified and prioritised accordingly. Alimak Group continuously evaluates how climate-related developments — such as policy changes, market trends, and technological advancements — may affect its operations and value chain. This ongoing assessment helps pinpoint areas requiring adaptation, particularly over the long term, ensuring continued alignment with the Paris Agreement. The Group has not yet conducted a climate change scenario risk analysis. SBM–3 Material impacts, risks and opportunities and their interaction with strategy and business model Impacts • Actual negative impact on the environment due to emissions connected to both upstream and downstream activities in the value chain • Actual negative impact on the environment due to GHG emis- sions connected to own operations Alimak Group acknowledges that its operations generate green- house gas emissions both directly, from fossil-powered vehi- cles, equipment, and purchased energy at manufacturing and service sites, and indirectly, through upstream and downstream activities in the value chain. Notably, Scope 3 emissions from material sourcing and manufacturing are significantly larger than those from the company’s own operations, are global in scope, and are only partially within the Group’s control. These emissions are material to the business model, as they directly influence the environmental footprint of Alimak Group’s prod- ucts and services. To address these impacts, Alimak Group is: • Transitioning to renewable energy sources, • Electrifying its vehicle fleet, • Improving energy efficiency at key sites, • Conducting life cycle assessments (LCAs) on major product groups to inform decisions on sourcing lower-impact materi- als, enhancing product design for energy efficiency and dura- bility, and extending product lifetimes through refurbishment and modular upgrades. These efforts not only reduce the company’s environmental footprint but also reinforce its value proposition as a responsi- ble supplier in sectors such as construction, energy, and infra- structure. Risks Alimak Group faces a range of climate-related risks across its value chain: • Long-term risk of declining revenue in oil and gas customer segments as markets transition away from fossil energy (Transition risk) • Medium-term physical risk of exposure to extreme weather events at factories and offices (Physical risk) • Short-term risk of increased costs for imported steel and wrought aluminium due to the Carbon Border Adjustment Mechanism (CBAM) affecting the upstream value chain (Transition risk) • Long-term risk of reduced market attractiveness and competi- tiveness if the product portfolio is not perceived as sustaina- ble (Transition risk) • Short-term risk of higher-than-necessary energy costs due to inefficiencies at major production sites. (Transition risk) In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 56 Annual & Sustainability Report 2025

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— Short-term cost pressures arise from rising material prices and potential energy inefficiencies, while medium-term risks include operational disruptions from extreme weather. Over the long term, the need for a more sustainable product range and declin- ing demand from fossil fuel sectors could impact both revenue and competitiveness. Opportunities The ongoing transition to renewable energy presents significant growth opportunities: • In the medium term, increased demand from the wind indus- try offers potential for higher revenue, as Alimak Group’s vertical access solutions are well-suited for wind towers. • In the long term, infrastructure development in offshore wind farms, solar power stations, and new mining operations is expected to drive demand for robust vertical access systems, supporting both equipment sales and service contracts. The accelerating shift to renewable energy presents significant growth opportunities for Alimak Group. In the medium term, the expansion of the wind industry will create increased demand for vertical access solutions in wind towers, where Alimak Group’s existing product portfolio is well-positioned to meet evolving customer needs. This aligns with our down- stream operations and may require the Group to scale produc- tion and adapt R&D to accommodate larger or more complex installations. Looking further ahead, the green transition is expected to drive infrastructure development in offshore wind farms, solar power stations, and new mining operations. These sectors require robust and reliable vertical access systems, creating long-term potential for increased equipment sales and service contracts. Alimak Group’s ability to serve these markets with minimal product modification will support both revenue growth and strategic diversification beyond traditional fossil-based industries. Resilience analysis Alimak Group has not yet conducted a resilience analysis of its business strategy, but this is expected to be completed by 2026. Absolute emissions reduction in Scope 1 and 2 Emissions tCO2e/MSEK Revenue 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 Approximate Target 2031 2025202420232019 –68% tCO2e 0 20 40 60 80 100 120 2023 + Growth Materials Transports Supplier Installation Use phase Maintenance End-of-life Emissions gap 2031 Target 100% –23% –2% –2% –1% –17% –1% –1% –10% 45% –55% E1–1 T ransition plan for climate change mitigation Alimak Group is committed to aligning its business model with the transition to a sustainable economy and the Paris Agree- ment. Our current target is to reduce Scope 1–3 greenhouse gas emissions relative to revenue by 30% by the end of 2025. This target is ambitious and demonstrates the Group’s commitment to climate action, though it does not require an absolute reduc- tion and may not fully align with the IPCC cross-sector emission pathways compatible with limiting global warming to 1.5°C or well below 2°C climate action pathways if market share were to grow significantly. The Group has been actively managing Scope 1 and 2 emis- sions for multiple years, integrating this work into our regular business operations. To date, we have reduced Scope 1 and 2 emissions relative to revenue by approximately 53% compared with 2019. Progress has been made in Scope 3 as well, how- ever, it has been more difficult to make targeted actions across all divisions as creating our activity-based emissions inventory took longer than expected partially due to the major acquisition of Tractel in 2022. Beyond investors encouraging the establish- ment of carbon reduction targets, neither they nor any other stakeholders have been involved in defining how the targets were set or in determining the ambition level, which has remained the responsibility of the Group. To strengthen our climate ambitions, Alimak Group is devel- oping a science-based target for 2030–31, aiming for alignment with the 1.5°C pathway and verification by the Science Based Targets initiative (SBTi). This process will ensure that the Group’s climate goals are externally validated and consistent with global best practices. The preliminary transition plan is supported by visual over- views and is designed to address both direct and indirect emis- sions throughout the value chain. The preliminary transition plan has been approved by the Group Leadership Team and was developed in close collaboration with each division. As a result, the plan is well-anchored within the organisation, providing a strong foundation for execution towards 2031, while recognis- ing that certain assumptions may evolve over time. GHG reduction pathway and benchmarking Although the exact target has not yet been verified with SBTi we expect to set a target for Scope 1 and 2 emissions, aiming for approximately an additional ~10% reduction beyond our Scope 1 Scope 2 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 Approximate Target 2031 Electrifying fossil powered equipment Renewable electricity 2019 baseline 12,188 –3,7 43 –4,525 3,920 –68% tCO2e In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 57 Annual & Sustainability Report 2025

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— current 55% reduction versus 2019 levels. Furthermore, we expect our scope 3 reductions to follow a pathway similar to what is illustrated below. The chart provides an indicative view of how key decarbonisation levers could contribute towards achieving a potential 2031 goal of approximately 55% reduction versus 2023 levels in emissions intensity per MSEK revenue. Key levers and estimated impact • Raw materials (–23%): Reduce raw material emissions by increasing recycled metal content, refurbishing components to extend product life, and designing lighter products to lower material demand and associated carbon footprint. • T ransports (–2%): Optimise transport routes and shift to low-emission freight options to reduce distribution-related emissions. • Supplier manufacturing (–2%): Collaborate with suppliers to adopt energy-efficient processes and renewable energy sources. • Installation (–1%): Improvements in installation. • Use phase (–17%): Design products with lower operational energy demand and integrate digital monitoring. • Maintenance (–1%): Extend product life through predictive maintenance, improvements in spare part materials, and reduced air freight. • End-of-life (–1%): Implement circular models for refurbish- ment and recycling, implementing circular models for refur- bishment and recycling reduces the need for virgin raw mate- rials counted in raw materials reduction. • Additional measures (–10%): Close the gap through innova- tion and enhanced supplier engagement. Locked-in emissions and asset management Most of the Group's emissions are related to Scope 3; The locked-in emissions found in Scope 1 and 2 are not large enough to pose a risk that the Group will not reach its GHG emissions reduction target. • Scope 1–2 assets: Our factories account for the largest share of site emissions. We have already implemented significant improvements, but we will continue working on energy effi- ciency, expanding renewable energy sourcing, and accelerat- ing the electrification of fossil-powered machines and vehi- cles. • Scope 3 products: We will continue to address lifetime emis- sions by integrating sustainable design principles into all new products, leveraging connected machines for real-time performance insights, and advancing digitalisation across our operations. These efforts will enable predictive maintenance, optimise energy use throughout the product lifecycle, and support circular business models that minimise waste and maximise resource efficiency. Implementation status, financial planning, and taxonomy alignment This is a preliminary transition plan, and most likely the plan will be further updated and improved during the implementa- tion. The plan is being progressively incorporated across all divisions and into the Group’s 2030 strategy, ensuring that investments support the transition. Exposure to fossil activities and benchmark exclusion Although the industrial division has some sales to customers operating in coal , oil and gas, it is not large enough that Alimak Group as a whole is at risk of jeopardising our green transition. Furthermore, the Group is not excluded from EU Paris-aligned Benchmarks under the Climate Benchmark Standards Regulation. E1–2 Policies related to climate change mitigation and adaptation To address climate change, Alimak Group has established a com- prehensive Environmental Policy that integrates both climate change and circular economy principles. This policy provides a structured framework for managing impacts related to climate and resource use throughout the value chain. It ensures compli- ance with all relevant legislation and promotes the adoption of ISO-aligned management systems at manufacturing sites. The policy emphasises a precautionary approach, aiming to minimise greenhouse gas emissions through sustainable sourcing, product development, and maintenance practices. Circularity is embedded in operations and procurement, prior- itising waste reduction and the use of secondary resources. The Group is firmly committed to transitioning to renewable energy, enhancing energy efficiency, and collaborating with suppliers that have science-based climate targets. Furthermore, Alimak Group’s products and services are designed to be low-carbon, circular, and digitally enabled. This policy also incorporates business continuity planning to address risks associated with extreme weather events, ensuring resilience across operations. For further details regarding MDRP , please refer to the Policy Matrix on page 53. E1–3 Actions and resources in relation to climate change policies Operational Initiatives: • Manufacturing sites: – Focus on energy efficiency via energy mappings, transition- ing to renewable energy by purchasing certified renewable energy or investing in rooftop solar, and replacing fos- sil-powered vehicles and machinery with electric alterna- tives. These efforts have already delivered significant reduc- tions and will continue to be prioritised. For data on our progress in scope 1 and 2 as well as business travel and commuting in scope 3, please see E1-6. • Scope 3 Decarbonisation: – Sourcing recycled materials – Especially metals like steel and wrought aluminium – Advancing sustainable product design – Reducing raw material use, more energy efficient machines, – Adopting circular business models – Utilising digitalisation and connected machines/equipment to extend the life of our products via improved predictive maintenance and spare parts logistics • Refurbishment programmes: – The Facade Access, Industrial, and Construction divisions operate refurbishment programmes to extend the life of installed equipment, meeting customer demand for cost- effective and sustainable solutions and reducing the Group’s climate footprint. While Alimak Group’s climate-related actions are not yet fully aligned with MDR-A standards, the Group is actively working across multiple areas to reduce emissions and strengthen environmental performance. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 58 Annual & Sustainability Report 2025

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— E1–4 T argets related to climate change mitigation and adaptation Alimak Group has set a measurable, time-bound climate target: to reduce total greenhouse gas emissions (Scopes 1, 2, and 3) relative to revenue by 30% by the end of 2025, using 2019 as the baseline year. This target is global in scope and applies across all operations and the value chain, supporting the Group’s broader environmental policy objectives. No absolute target has been set yet, and the current target excludes scope 3 categories which are not relevant to the Group such as: Fuel and energy related activities, upstream leased assets, processing of sold products, downstream leased assets, franchises, and investments. Furthermore, the boundary of the GHG emission target does not diverge from the GHG emissions reported under E1-6. Furthermore to assess progress against our target the Group uses market-based scope two emissions. • Monitoring progress: – Across all Alimak Group sites, the CTO function collabo- rates closely with local colleagues to coordinate the struc- tured collection and validation of sustainability data in CLEERIT . Through regular dialogue, shared processes and continuous support, we aim to ensure that each site reports accurate, consistent and timely information, enabling trans- parent Group-wide sustainability performance tracking. • Scope 1 and 2 emissions: – The Group has already exceeded its target by significantly increasing renewable energy use at manufacturing sites and reducing fossil fuel reliance through electrification and investments in energy-efficient equipment. • Scope 3 emissions: – Progress has been slower due to the complexity of map- ping emissions across the value chain. Product life cycle assessments (LCAs) are now applied to the most sold prod- uct categories, enabling the creation of activity-based emis- sions profiles and more accurate tracking and prioritisation of reduction initiatives. • Future outlook: – The 30% reduction target roughly aligns with the 1.5°C to well below 2°C climate pathways, but has not yet been approved by a third party organisations such as the SBTi. Alimak Group is well-positioned to set a new, SBTi-verified short-term target by the end of Q1 2026. E1–5 Energy consumption and mix Energy consumption, MWh 2025 2024 Fossil energy total consumption 20,990 21,404 Coal & coal products 0 0 Oil & petroleum products 11,910 12,767 Natural gas 6,882 6,498 Other fossil sources 139 88 Fossil electricity, heat, steam, cooling 2,059 2,051 Nuclear energy total consumption 1,292 1,377 Renewable energy total consumption 11,216 11,065 Renewable energy: Biofuels 342 300 Renewable energy: Electricity, heat, steam, cooling 10,484 10,728 Renewable energy: Self-generated, non-fuel 390 37 TOTAL 33,498 33,846 Energy production, MWh 2025 2024 Energy production: non-renewable 0 0 Energy production: renewable 704 46 Energy intensity 2025 2024 Energy intensity, total energy MWh/revenue in MSEK 4.9 4.8 Specification of the high climate impact sectors that are used to determine the energy intensity required by paragraph 40 According to the NACE registry, this is likely to be the most relevant high impact activity to the Group: C28.2.2 − Manufacture of lifting and handling equipment Other relevant high impact activities: C33 − Repair and installation of machinery and equipment C33.1.2 − Repair of machinery C33.2.0 − Installation of industrial machinery and equipment Low impact activities in Alimak Group: N77 − Rental and leasing activities N77 .2.9 − Renting and leasing of other personal and household goods N77 .3.2 − Renting and leasing of construction and civil engi- neering machinery and equipment N77 .3.9 − Renting and leasing of other machinery, equipment and tangible goods n.e.c. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 59 Annual & Sustainability Report 2025

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— E1–6 Gross scopes 1, 2, 3 and total GHG emissions Retrospective T otal emissions (tCO2e) Base year 2019 2023* 2024 Current target year 2025 (2025/2024) % Scope 1 GHG emissions Gross scope 1 GHG emissions (tCO2eq) 7,645 5,400 4,642 4,382 94% Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%) 0% 0% 0% 0% N/A Scope 2 GHG emissions Gross location-based Scope 2GHG emissions (tCO2EQ) N/A N/A 2821 2221 79% Gross market-based Scope 2GHG emissions (tCO2EQ) 4,566 2,370 1,300 1,085 83% Significant Scope 3 GHG emissions T otal Gross indirect (Scope 3) GHG emissions (tCO2eq) 4,529 88,589* 4,878 4,732 97% 1 Purchased goods and services N/A 59,903* Next year Next year N/A 2 Capital goods N/A Next year Next year N/A 3 Fuel and energy-related activities (not included in Scope 1 or Scope 2) N/A N/A N/A N/A N/A 4 Upstream transportation and distribution N/A 2,723* Next year Next year N/A 5 Waste generated in operations N/A N/A Next year Next year N/A 6 Business traveling 4,529 3,092 3,568 3,567 100% 7 Employee commuting N/A N/A 1,310 1,165 89% 8 Upstream leased assets N/A N/A N/A N/A N/A 9 Downstream transportation N/A 3,058* Next year Next year N/A 10 Processing of sold products N/A N/A N/A N/A N/A 11 Use of sold products N/A 12,241* Next year Next year N/A 11.1 Maintenance of sold products N/A 6,684* Next year Next year N/A 12 End of life treatment of sold products N/A 888* Next year Next year N/A T otal GHG emissions (tCO2eq) Total GHG emissions (location-based) N/A N/A 12,341 11,335 92% Total GHG emissions (market-based) 16,740 96,359* 10,820 10,199 94% * Includes more categories of Scope 3 than other years. Retrospective Emissions (tCO2e) / MSEK revenue Base year 2019 2023* 2024 Current target year 2025 (2025/2024) % Scope 1 GHG emissions Gross scope 1 GHG emissions (tCO2eq) 1.07 0.76 0.65 0.64 98% Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%) 0% 0% 0% 0% N/A Scope 2 GHG emissions Gross location-based Scope 2GHG emissions (tCO2EQ) 0.40 0.32 81% Gross market-based Scope 2GHG emissions (tCO2EQ) 0.64 0.33 0.18 0.16 88% Significant Scope 3 GHG emissions T otal Gross indirect (Scope 3) GHG emissions (tCO2eq) 12.61* 0.69 0.67 97% 1 Purchased goods and services 8.52* Next year Next year 2 Capital goods 0.00 Next year Next year 3 Fuel and energy-related activities (not included in Scope 1 or Scope 2) 4 Upstream transportation and distribution 0.39 Next year Next year 5 Waste generated in operations 6 Business traveling 0.64 0.44 0.5 0.52 104% 7 Employee commuting 0.18 0.17 94% 8 Upstream leased assets 9 Downstream transportation 0.44* 10 Processing of sold products 11 Use of sold products 1.74* Next year Next year 11.1 Maintenance of sold products 0.95* Next year Next year 12 End of life treatment of sold products 0.13* Next year Next year T otal GHG emissions (tCO2eq) Total GHG emissions (location-based) N/A N/A 1.74 1.63 94% Total GHG emissions (market-based) 1.71 13.70* 1.52 1.47 96% * Includes more categories of Scope 3 than other years. The scope 3 categories under mapping are, purchased goods and services, capital goods, trans- portation and distribution, waste generated in operations, use of sold products, end-of-life treat- ment of sold products. Irrelevant scope 3 categories are fuel and energy related services, leased assets, processing of sold products, franchises, and Investments. Scope 3 categories have been excluded where they are not relevant to the company’s operations, where their contribution is immaterial, or where emissions are already captured within another category and cannot be reliably separated. Scope 3 emissions in the value chain are estimated using a scalable life cycle assessment (LCA) approach. Representative category level product models are developed for average products within each major product category. These models are adapted to reflect regional differences by applying regional sales volume distributions. Total Scope 3 emissions are calculated by multiply- ing the resulting per unit emissions by the total number of units sold. This methodology has been applied for the 2023 reporting year as a pilot and demonstration. Additional reporting years will be incorporated once the method has been approved or refined based on feedback from the Science Based Targets initiative (SBTi). In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 60 Annual & Sustainability Report 2025

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— Disclosure of why scope 3 GHG emissions category has been excluded During 2024, extensive work was done to map both upstream and downstream Scope 3 GHG emissions. The distribution of the emissions along the value chain is shown on page 72. Dur- ing 2025, we have further quality assured the numbers and have drawn up plans for how these emissions will be reduced. From 2026 and forward, the numbers will be disclosed as part of the Sustainability statement. Intensities 2025 2024 GHG emissions intensity (tCO2e/MSEK revenue)* 1.48 1.52 * Calculated using market-based scope 2 emissions, furthermore next year, addi- tional Scope 3 categories will be included, which may significantly change these values. Reconciliation with the relevant line item or notes in the financial statements of the net revenue amounts (the denominator in the calculation of the GHG emissions intensity required by paragraph 53) See Consolidated Financial Statements on page 1 16. A solar energy molten salt power tower project in the northwest desert of China. By reflecting sunlight through about 2,000 mirrors and melting the salt at the top of the tower to generate electricity, an Alimak SL500 industrial lift was installed inside the tower. E1–9 Anticipated financial effects from material physical and transition risks and potential climate-related opportunities As mentioned in ESRS 2, sustainability related capital and oper- ational expenditures are embedded into Alimak Group’s wider investment processes and are not tracked or managed as stand alone categories. As a result, the Group does not publish iso- lated CapEx or OpEx figures in this ESRS report. Instead, sus- tainability driven investments are reflected holistically through our strategic initiatives, performance development, and finan- cial statements. Net revenue from the undertaking’s customers operating in coal, oil and gas-related activities The Industrial Division has some revenue from customers in the oil & gas and coal sectors. The revenue from these custom- ers in 2025 amounted to MSEK 569. Proportion (percentage) of the net revenue from the under- taking’s customers operating in coal, oil and gas-related activities The Group's revenue amounted to MSEK 6,874 and the revenue from customers in these segments amounted to MSEK 569, i.e. approximately 8%. Potential to pursue climate-related opportunities It is expected that the market for low-carbon products will gradually increase by working with: • improving product design to reduce the impact of raw materials, energy use and maintenance emissions • increased lifetime of machines • sourcing reused, recycled or other sustainable materials • refurbishment of old machines • renovation and reselling of used equipment • expanding the rental business In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 61 Annual & Sustainability Report 2025

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— E5 – Resource use and circular economy Impacts, risks and opportunities (IRO) Material for Impact Financial Reference to policy Value chain Own operations Positive Negative Opportunity Risk Subtopic Material impact or risk Description Mitigation/action E5a − Resources inflows, including resource use Actual negative impact on the environment due to use of non-recy - cled inflow materials in the Group's upstream value chain. The Group uses materials that have varying environmental impacts in its upstream supply chain. Key material groups include steel, alumin- ium, copper, concrete, textiles (mainly polyester), plastics, bioplastics, cardboard, wood, electronics, and hazardous materials. The Group aims to cut environmental impact by increasing reused and recycled materials in its supply chain. Environmental policy Short-term risk of raw material price fluctuations in the Group's upstream value chain, potentially leading to increased costs. The availability and price of the raw materials to manufacture the Group's products are central. For relevant material see above. Managing material availability and pricing is the responsibility of each division’s sourcing managers. Market trends are tracked, and data analytics is used to be proactive and forecast changes. Environmental policy E5b − Resource outflows related to products Actual negative impact on the environment connected to the use of non-circular materials and products throughout the Group's value chain. Increasing circularity across the Group’s product range and value chain is essential for meeting sustainability targets, as it reduces emissions, pollution, and resource impacts. The Group plans to increase refurbishment, use more recycled materials, extend product lifespan, and optimise product weight. Environmental policy Medium-term risk that the Group’s products may become irrelevant if they are not designed for circularity throughout the value chain. For long-term growth, the Group must adapt its business model to evolving market trends, achieve its sustainability goals, and remain profitable. The Group builds long-lasting products —designed for longevity, recyclability, and modularity to enable easy repair, refurbishment, and disassembly. With new technologies and a global service network, older machines can be rebuilt to extend their life. Environmental policy Short-term opportunity to increase revenue, while decreasing GHG emissions, through the Group's FA division’s RRR strategy. The FA division's RRR strategy offers repair, refurbishment, retrofitting, and replacement for old BMUs. It promotes circularity by reusing materials, extending machine life, and reducing emissions. Local sales teams include RRR specialists to pursue this opportunity for the benefit of customers and the environment. The growth potential is significant over the next few years. Environmental policy Short-term opportunity to increase revenue, while decreasing GHG emissions, through the Group's Industrial division's refurbishment strategy. The refurbishment programme promotes circularity by extending equipment life and reducing waste across operations and the downstream value chain. A large installed base together with global technical expertise and operational infrastructure, the division delivers refurbishment services worldwide. Environmental policy Short- to medium-term opportunity to increase revenue, while decreasing GHG emissions, through the Group's Construction division's used equipment strategy. The Construction divison buys back older machines to be refurbished and sold on the market. This approach supports circular economy goals by cutting waste, emissions, and promoting durable design. The Construction division has a large installed base, technical expertise and operational infrastructure to upgrade older machines to new safety standards and functionalities. Environmental policy E5c – Waste Medium-term potential negative impact on the environment in case waste is not managed properly in own operations. The Group uses diverse materials that have varying environmental impacts. Operating globally, waste may not always be managed as intended and improper disposal of these materials can harm the environment. The Group aims to ensure proper waste management by only working with reputable waste management firms so that its waste is handled properly in all locations, especially in relation to hazardous materials. Environmental policy E5 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 62 Annual & Sustainability Report 2025

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— Introduction Alimak Group utilises a range of materials, including steel, wrought aluminium, and concrete, in its products. While pri- mary materials remain the main input, the company is actively increasing the share of recycled content to minimise its envi- ronmental footprint. The Group faces financial risks related to raw material price volatility and the need to comply with evolving EU regulations on product design and material use. These factors can impact both cost structures and operational flexibility. Alimak Group is leveraging circular business models, such as rental, refurbish- ment, and leasing, particularly within the Facade Access, Construction, and Industrial divisions. These approaches extend product lifespans, reduce waste, and foster long-term value creation for both the company and its customers. Key focus areas across all divisions include improving waste management and designing products for reuse and recyclabil- ity. These initiatives support the Group’s broader sustainability objectives and reinforce its commitment to responsible resource use. Products that last Products to be reused Use less Circular design Use again Value recovery Circular strategy IRO–1 Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities Alimak Group has conducted extensive screening of its opera- tions and value chain to identify material impacts, risks, and opportunities related to resource use and the circular economy. This assessment was primarily guided by lifecycle assessments (LCAs), which have enabled the company to determine the most environmentally significant material categories. These include steel, wrought aluminium, copper, concrete, textiles, plastics, electronics, wood, cardboard, bioplastics, other bio- materials, and hazardous substances. The screening encompassed both upstream and down- stream activities, evaluation of resource inflows, outflows, and waste generation throughout the value chain. Standardised LCA tools and internal reporting systems were utilised to ensure a robust and systematic approach. Note: Alimak Group did not conduct consultations with affected communities as part of this assessment. SBM–3 Material impacts, risks and opportunities and their interaction with strategy and business model Impacts • Actual negative impact on the environment due to use of non-recycled inflow materials from the Group's upstream value chain • Non-circular product designs across the value chain leading to increased emissions, pollution, and resource depletion. This challenges the Group’s ability to meet its environmental targets and regulatory expectations • Medium-term potential negative impact on the environment in the event that waste is not managed properly in own oper- ations and in the Group's downstream value chain The sourcing of non-recycled materials like steel and wrought aluminum challenges the Group’s environmental goals and drives the need for more circular sourcing. Most of the Group’s products are designed for circularity, and where this is not the case, circularity is included in future product design where pos- sible to reduce emissions and waste related to the value chain. Waste mismanagement, especially of hazardous materials, poses environmental and compliance risks, thus it is important to work with reputable licenced waste management firms to handle this waste. Lastly, the shift towards circularity is influ- encing product and service innovation, such as refurbishment programmes and leasing models, aligning with customer demand and regulatory trends while opening new revenue streams. Risks • Short-term risk of raw material price fluctuations in the Group's upstream value chain, potentially leading to increased costs • Medium-term risk that the Group's product offering will lose its competitiveness if the offering is not designed for circular- ity These risks are closely linked to Alimak Group’s business model, which involves sourcing raw materials, manufacturing, global distribution, and long-term maintenance. Strategic adap- tation in sourcing, design, and service models is essential to safeguard long-term business resilience. Opportunities • Short-term opportunity to increase revenues, while decreas- ing GHG emissions, through the Group's Facade Access divi- sion’s RRR (Repair, Refurbish, Replace) strategy • Short-term opportunity to increase revenues, while decreas- ing GHG emissions, through the Group's Industrial division's refurbishment strategy • Short-term opportunity to increase revenues, while decreas- ing GHG emissions, through the Construction division's reused reused and rental strategies Alimak Group’s business model is actively leveraging short- term opportunities in circular economy through its Facade Access and Industrial divisions. The Facade Access division’s RRR strategy enables the company to extend product lifespans, reduce greenhouse gas emissions, and generate additional ser- vice-based revenue. Similarly, the Industrial division’s refurbish- ment programme where old installations can be retrofitted with a new cage while keeping the mechanical structure with the mast, rack and tie-ins support lower emissions and open path- ways for new revenue streams. Also, the Construction division's reused strategy along with its rental business in selected In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 63 Annual & Sustainability Report 2025

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— markets are important initiatives towards achieving more circu- lar business models. All these opportunities align with sustaina- bility goals while strengthening the Group’s value proposition and market relevance. E5–1 Policies related to resource use and circular economy Alimak Group’s Environmental Policy integrates climate change and circular economy principles, providing a structured frame- work for managing impacts, risks and opportunities related to circularity. The policy clearly outlines the Group’s commitment to transitioning away from virgin resource use. It emphasises the application of circular principles, “Prevent, Reduce, Reuse, Recycle” , across all operations and procurement, with a specific focus on minimising resource consumption and prioritising the use of secondary resources over virgin materials. For further details regarding MDRP , please refer to the Policy Matrix on page 53. E5–2 Actions and resources related to resource use and circular economy Alimak Group actively prioritises the sourcing of secondary (recycled) materials over virgin resources. This approach influ- ences procurement decisions and supplier selection, favouring partners who are committed to circularity. By increasing the share of reused and recycled materials, such as steel, wrought aluminium, copper, concrete, textiles, plastics, and electronics, the Group reduces its environmental footprint and supports responsible resource use. The Facade Access, Industrial, and Construction divisions are expanding refurbishment and reuse initiatives. These pro- grammes extend product lifespans, reduce waste, and drive innovation in modular design, reparability, and material effi- ciency. Collaboration between R&D, sourcing, and maintenance teams ensures that products are increasingly sustainable and aligned with evolving market and regulatory expectations. Circularity is integrated into product development through modular design, reparability, and disassembly features. This not only supports Alimak Group’s sustainability targets but also ensures compliance with emerging regulations and enhances product recyclability. The company works exclusively with reputable waste han- dlers and aligns its practices with EU Ecodesign requirements. This ensures proper disposal of waste, minimises environmen- tal harm, and reduces compliance risks. E5–3 T argets related to resource use and circular economy Alimak Group does not currently have a specific quantitative target or group developed metrics for circularity. To date, efforts related to the circular economy have been integrated into the Group’s broader decarbonisation strategy. Divisions have focused on increasing the use of recycled materials and expanding refurbishment programmes as key actions. Looking ahead, Alimak Group plans to evaluate the estab- lishment of a dedicated circularity target. E5-4, E5–5 Resource inflows and resource outflows Waste-related KPIs are presented below, however, data on resource inflows and product outflows is not yet available as there are uncertainties in data quality due to differing data col- lection methodologies across the Group's manufacturing sites, therefore quantitative data is not reported for 2025. The Group is actively improving its data collection and reporting processes and aims to disclose this information in the 2026 Annual Report. Product lifespan by division Industrial division Industrial lifts based on rack and pinion technology and traction technology: Typical lifespan: 20–25 years Construction division Construction hoists, mast climbing platforms, and transport platforms: Typical lifespan: 20–25 years Facade Access division Building Maintenance Units (BMUs) and Davits from the brands Manntech, CoxGomyl, Tractel: Typical lifespan: ~25 years Wind division Service lifts, ladders, climb assists, fall arrest systems, tower equipment: Typical lifespan: 20–30 years HSPS division Broad product range including safety gear, lifting equipment, control systems: Typical lifespan: 1–10 years depending on product type (e.g. harnesses, anchors, sensors) Reparability An established third party reparability score does not exist for Alimak Group products. However, reparability is a core feature across all mechanical product categories, and refurbishment is often considered early in the design phase. This proactive approach ensures that most products are highly repairable and suited for long-term use through proper maintenance and even with an extended lifetime through refurbishment. The exception is safety-critical items such as safety harnesses and tex- tile-based products, which typically must be discarded when damaged due to strict safety regulations. Lastly, we are currently unable to confirm the rates of recy- clable content in products and their packaging, as data is still being collected and quality controlled. KPIs Across all Alimak Group sites, the CTO function collaborates closely with local colleagues to coordinate the structured collec- tion and validation of sustainability data in CLEERIT . Through regular dialogue, shared processes, and continuous support, we aim to ensure that each site reports accurate, consistent, and timely information, enabling transparent Group-wide sus- tainability performance tracking. Waste data is collected from the waste management firms / local governments which we cooperate with. Waste KPIs, tonne 2025 2024 Non-hazardous waste sent to reuse 4 65 Non-hazardous waste sent to recycling 2,758 1,868 Non-hazardous waste sent to other recovery 439 185 Non-hazardous waste sent to incineration 73 146 Non-hazardous waste sent to landfill 40 125 Non-hazardous waste sent to other disposal 16 26 Hazardous waste sent to reuse 0 0 Hazardous waste sent to recycling 18 25 Hazardous waste sent to other recovery 10 110 Hazardous waste sent to incineration 14 106 Hazardous waste sent to landfill 3 0 Hazardous waste sent to other disposal 81 61 Total amount of non-recycled waste 231 528 Total percentage of non-recycled waste 7% 19% Total amount of hazardous waste 126 302 Total amount of waste 3,456 2,717 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 64 Annual & Sustainability Report 2025

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— EU Taxonomy The regulatory guidance and market practice relating to the EU Taxonomy is still limited and provides scope for interpretation. Our disclosure in 2025 is based on our current understanding of the rules and may be amended in the future to align with new regulatory guidance provided. T axonomy-eligible activities Alimak Group's Taxonomy-eligible activities have been identi- fied by screening the economic activities in the Climate Dele- gated Act (Commission Delegated Regulation (EU) 2021/2139), the Complementary Climate Delegated Act (Commission Dele- gated Regulation (EU) 2022/1214), the Environmental Delegated Act (Commission Delegated Regulation (EU) 2023/2486, and the amendments to the Climate Delegated Act (Commission Dele- gated Regulation (EU) 2023/2485). The outcome of this analysis is presented below. Alimak Group’s Wind division offers products, solutions and training courses for safe work in wind turbines, such as service lifts, ladders and safety devices. The offering also includes ser- vices. There are two activities described in the delegated acts that are deemed to encompass the operations performed by the Wind division: • Activity CCM 3.1 Manufacture of renewable energy technolo- gies • Activity CCM 7 .6 Installation, maintenance and repair of renewable energy technologies. The above taxonomy-eligible activities are regarded as ”ena- bling“ and they are related to the environmental goal Climate Change Mitigation (CCM). The environmental goal Circular Economy (CE) lists several activities that are relevant for the service businesses carried on by the Group's four other divisions: • Activity CE 5.1 Repair, refurbishment and remanufacturing – Construction, Industrial, Facade Access and Height Safety & Productivity Solutions perform repair and refurbishment activities • Activity CE 5.2 Sale of spare parts - Construction, Industrial and Height Safety & Productivity Solutions sell spare parts • Activity CE 5.4 Sale of second-hand goods - this activity is rel- evant to the Construction Division's sale of used machines A review has also been made of the activities relating to the environmental goals Climate Change Adaptation (CCA), Water and Marine Resources (WTR), Pollution Prevention and Control (PPM) and Biodiversity and Ecosystems (BIO) and the conclu- sion is that none of them are relevant to Alimak Group's busi- ness. Alimak Group does not operate or have exposure to (lending to or investments in) energy companies that produce energy using nuclear power or natural gas. T axonomy-aligned activities For an economic activity to be considered taxonomy-aligned, it needs to substantially contribute to one of the six environmen- tal goals, without causing harm to any of the other five. In addi- tion, the activity shall meet certain defined minimum safe- guards. Substantial contribution and Do No Significant Harm (DNSH) We are of the opinion that we fulfil the requirements for substantial contribution. Regarding the Do No Significant Harm (DNSH) requirements, the regulations identify specific criteria as to what constitutes doing harm and what assessment a company should perform to evaluate such potential harm. Work has been performed to assess our operations against these requirements, and we are of the opinion that we fulfil most of them. However, it is deemed very difficult to assess compliance with the DNSH requirements relating to pollution prevention and control. We have therefore taken the prudent approach of not reporting anything as taxonomy-aligned until we get more guidance from the EU on how this assessment is going to be conducted. Minimum safeguards The EU Taxonomy requires companies to have procedures and processes in place which are aligned with the OECD Guidelines for Multinational Enterprises and the UN Guiding Principles on Business and Human Rights. Our company policies endorse these frameworks. As part of our commitment to manage human rights risks in the supply chain we have partnered with Worldfavor. The plat- form provided by World favor helps us assess our suppliers based on country-specific risks and on the answers they pro- vide to an ESG-questionnaire. The country-risk evaluation fac- tors in research by several internationally recognised organisa- tions, such as Transparency International (corruption), Save the Children (child labour), International Trade Union Confederation (labour rights). The risk score in Worldfavor is the basis for an action and audit plan. An analysis has also been performed to ensure that we have adequate procedures in place to manage the human rights risks in our own operations. Examples of procedures that work as safeguards in the human rights area: • All employees have written employment contracts. • Employee survey conducted regularly. • Whistleblowing channel, available for both internal and external stakeholders, allowing anonymous reporting in 16 languages. The EU Taxonomy for sustainable investments is an official classification system that identifies environmentally sustainable economic activities. Its purpose is to steer capital towards projects and activities that make a substantial contribution to the EU’s climate objec- tives. Under this framework, companies are required to disclose turnover, capital expenditure (CapEx), and operating expenditure (OpEx) related to activities that are taxonomy-eligible and taxonomy-aligned. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 65 Annual & Sustainability Report 2025

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— • Health & safety procedures. • Code of Conduct and ethical business guidelines. • Code of Conduct e-learning and Anti-bribery training in the form of dilemma discussions. • Code of Conduct for suppliers and processes to ensure com- pliance. More information about the work we do to manage human rights risk can be found in our sustainability statement relating to the topics; S1 Own Workforce, S2 Workers in the value chain and G1 Business Conduct. Conclusions The conclusion from the conducted analysis of substantial con- tribution, DNSH and minimum safeguards, is that we fulfil most of the requirements. However, as mentioned above, we have taken the prudent approach of not reporting anything as taxon- omy-aligned until we get more guidance from EU on how to make some of the assessments, in particular the compliance with the DNSH assessment relating to pollution prevention and control. We will monitor developments relating to the EU Taxon- omy and may reconsider our position as reporting guidelines evolve. Applied accounting policy • T urnover: the information about turnover relating to the Taxon- omy-eligible activities are extracted from our IFRS reporting. The denominator is the revenue as presented in the Group consolidated statements of comprehensive income, MSEK 6,874. • Capital Expenditures (CapEx): the Company does not have a CapEx plan and has used information from the Property, Plant & Equipment and Intangible Asset Specifications reported by all Group companies. New IFRS16 leasing contracts added during the year are also included. The Group's total CapEx (the denominator) is a combination of this year's gross invest- ments in Notes 13 and 14 and new contracts according to Note 15. The calculation has been made per division and an allocation of each division's CapEx has been made based on the Division's proportion of taxonomy-eligible turnover. • Operating Expenditures (OpEx): includes expenses for R&D, short-term leases and maintenance and repair of properties. The calculation has been made per division and an allocation of each division's OpEx has been made based on the Divi- sion's proportion of taxonomy-eligible turnover. We ensure that Taxonomy-eligible turnover, CapEx and OpEx is allocated either fully to a single activity or split appropriately between activities where necessary, thereby preventing double counting. Development during the reporting period In 2025 we do not report any Taxonomy-aligned turnover, CapEx and OpEx. The numbers we disclose is the turnover, CapEx and OpEx relating to taxonomy-eligible activities. The taxonomy- eligible turnover in 2025 amounted to MSEK 2,267 (2024 MSEK 693), representing 33% of the Group's turnover (compared to 10% in 2024). The taxonomy-eligible capital expenditure in 2025 amounted to MSEK 1 10 (2024 MSEK 19), representing 28% of the Group's capital expenditure (8% in 2024). Operating expenses for taxonomy-eligible operations amounted to MSEK 82 (2024 MSEK 40). Expressed as a percentage, the Group's operating expenses for taxonomy-eligible operations increased from 15% to 31%. The reason for the increase in the three KPIs is that we have added three activities relating to the environ- mental goal for circular economy. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 66 Annual & Sustainability Report 2025

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— Proportion of turnover, CapEx, OpEx from products or services associated with T axonomy-eligible or T axonomy-aligned economic activities – disclosure covering 2025 (summary KPIs) Financial year 2025 Breakdown of environmental objectives of Taxonomy aligned activities KPI 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 in previous financial year Proportion of Taxonomy aligned activities in previous financial year SEK m % SEK m % % % % % % % % % % SEK m % Turnover 2,267 33% 0 0% 0% 0 0% CapEx 110 28% 0 0% 0% 0 0% OpEx 82 31% 0 0% 0% 0 0% Proportion of turnover from products or services associated with T axonomy-eligible or T axonomy-aligned economic activities – disclosure covering 2025 (activity breakdown) Reported KPI Turnover Financial year 2025 Environmental objective of Taxonomy aligned activities Economic activities Code Taxonomy eligible KPI Taxonomy aligned KPI Taxonomy aligned KPI Climate Change Mitigation Climate Change Adaptation Water Circular Economy Pollution Biodiversity Enabling activity Transitional activity Proportion of Taxonomy aligned in Taxonomy eligible % SEK m % % % % % % % (E where applicable) (T where applicable) % Manufacture of renewable energy technologies CCM 3.1 6% 0 0% 0% Installation, maintenance and repair of renewable energy technologies CCM 7 .6 4% 0 0% 0% Repair, refurbishment and remanufacturing CE 5.1 12% 0 0% 0% Sale of spare parts CE 5.2 10% 0 0% 0% Sale of second-hand goods CE 5.4 1% 0 0% 0% Sum of alignment per objective T otal KPI 33% 0 0% 0% In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 67 Annual & Sustainability Report 2025

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— Proportion of CapEx from products or services associated with T axonomy-eligible or T axonomy-aligned economic activities – disclosure covering 2025 (activity breakdown) Reported KPI CapEx Financial year 2025 Environmental objective of Taxonomy aligned activities Economic activities Code Taxonomy eligible KPI Taxonomy aligned KPI Taxonomy aligned KPI Climate Change Mitigation Climate Change Adaptation Water Circular Economy Pollution Biodiversity Enabling activity Transitional activity Proportion of Taxonomy aligned in Taxonomy eligible % SEK m % % % % % % % (E where applicable) (T where applicable) % Manufacture of renewable energy technologies CCM 3.1 3% 0 0% 0% Installation, maintenance and repair of renewable energy technologies CCM 7 .6 2% 0 0% 0% Repair, refurbishment and remanufacturing CE 5.1 10% 0 0% 0% Sale of spare parts CE 5.2 11 % 0 0% 0% Sale of second-hand goods CE 5.4 2% 0 0% 0% Sum of alignment per objective T otal KPI 28% 0 0% 0% Proportion of OpEx from products or services associated with T axonomy-eligible or T axonomy-aligned economic activities – disclosure covering 2025 (activity breakdown) Reported KPI OpEx Financial year 2025 Environmental objective of Taxonomy aligned activities Economic activities Code Taxonomy eligible KPI Taxonomy aligned KPI Taxonomy aligned KPI Climate Change Mitigation Climate Change Adaptation Water Circular Economy Pollution Biodiversity Enabling activity Transitional activity Proportion of Taxonomy aligned in Taxonomy eligible % SEK m % % % % % % % (E where applicable) (T where applicable) % Manufacture of renewable energy technologies CCM 3.1 7% 0 0% 0% Installation, maintenance and repair of renewable energy technologies CCM 7 .6 4% 0 0% 0% Repair, refurbishment and remanufacturing CE 5.1 7% 0 0% 0% Sale of spare parts CE 5.2 11 % 0 0% 0% Sale of second-hand goods CE 5.4 2% 0 0% 0% Sum of alignment per objective T otal KPI 31% 0 0% 0% In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 68 Annual & Sustainability Report 2025

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— S1 – Own workforce Impacts, risks and opportunities (IRO) Material for Impact Financial Reference to policy Value chain Own operations Positive Negative Opportunity Risk Subtopic Material impact or risk Description Mitigation/action S1a8 – Health and safety Potential negative medium-term impact on own workforce in the event of working too many hours. If employees are overworked or not properly compensated for extra hours, they may experience health issues, injuries, and be unable to support their families. The Group provides local employee handbooks and policies to ensure proper time off and overtime pay. Workload is monitored through employee engage - ment surveys 2–4 times per year, enabling timely actions to reduce negative impacts on the workforce if needed. Alimak Group Code of Conduct Potential negative short-term impact from poor ergonomics on own workforce contributing to musculoskeletal disorders (MSDs) and other injuries if not mitigated. Workers might be exposed to ergonomic hazards that can contribute to musculoskeletal disorders (MSDs) and other injuries. They include: repetition, awkward posture, forceful motion, stationary position, direct pressure, vibration, extreme temperature, noise and work stress levels. Workspace ergonomic assessments are carried out regularly, with input from employees carrying out the tasks. Suitable and sufficient control measures are implemented to mitigate significant health & safety risks and reduce them to a tolerable level. Alimak Group Health and Safety policy Potential negative short-term impact on employees in the event of physical hazards (heights, noise, radiation and pressure). Workers might sustain physical injuries or ill health while carrying out work task(s) from being exposed to physical hazards. These physical hazards include slips, trips, falls from height, confined spaces, electrical hazards, extreme temperatures, machinery and equipment, vehicles, radiation, noise and vibration. Task-based risk assessments are conducted regularly with employee input, and effective control measures are implemented to reduce health and safety risks to acceptable levels. Safe systems of work—including documented methods, risk assessments, and controls—are communicated for use by employees at a local level. Alimak Group Health and Safety policy Potential negative short-term impact on own employees in the event of chemical injury. Workers might get injured while handling chemicals in the Group's manufacturing facilities and out on customer sites. Chemical hazards are addressed in specific hazardous substance and task-based risk assessments. Appropriate control measures are implemented to mitigate significant health and safety risks and reduce them to a tolerable level. Alimak Group Health and Safety policy Short-term risk of legal consequences and increased costs in case of workplace accidents and injuries. Regulatory requirements for workplace health and safety expose the Group to risks if accidents or injuries occur. Safety violations or negligence can result in legal and financial consequences, as well as reputational damage to the Group. Employee health and safety is a top priority for the Group. This risk is managed through targeted actions, a strong safety culture, and ongoing monitoring of injuries, health, and safety performance. Results are reviewed monthly by the Group Leadership Team and quarterly by the Board. Alimak Group Health and Safety policy S1 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 70 Annual & Sustainability Report 2025

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— Impacts, risks and opportunities (IRO) Material for Impact Financial Reference to policy Value chain Own operations Positive Negative Opportunity Risk Subtopic Material impact or risk Description Mitigation/action S1b − Equal treatment and opportunities for all Medium-term risk of female own employees leaving the Group if discriminated against. If female employees face gender-based discrimina - tion, it can harm the business, increase employee turnover, and damage the Group’s reputation—espe- cially as reporting requirements grow. A lack of gender balance and equality in compensation and representation across all roles further increases these risks. Mitigating this risk involves ensuring equal opportuni - ties and fair representation of women across all roles and levels. The Group does not tolerate discrimination of any kind, including gender-based, as stated in its Code of Conduct and HR Guidelines. Efforts include targeted employer branding to attract female employees and an HR system that provides global visibility on salaries by role and gender Alimak Group Code of Conduct Potential negative medium-term impact on own workforce if adequate training and skills development is not provided. Employee training boosts job satisfaction, motivation, and employability, leading to higher work quality and greater opportunities for personal and career growth The Group fosters a culture of continuous improve - ment and staff development. All employees participate in Performance, Learning & Development goal setting and have the opportunity to define their training needs and actions. Alimak Group Code of Conduct Medium-term risk of an ineffective own workforce that cannot deliver if adequate training and skills development is not provided. Not training or developing employees can result in an ineffective workforce, higher turnover, and an inability to meet business needs. As digital skills become increasingly important, the Group must focus on upskilling existing employees rather than relying solely on new hires. Insufficient training can also com - promise workplace safety. The Group mitigates this risk by managing the associated potential impact S1b201NI. Training provides opportunities to upskill and reskill employ - ees to meet business needs. The Group has expanded its training resources to define divisional needs and deliver relevant programmes. From 2026, the HR system will capture development and learning goals for all employees, enabling further analysis and improvement. Alimak Group Code of Conduct S1c4 − Privacy Potential negative short-term impact on own employees in the event of inadequate privacy protections. If the Group does not protect employees’ personal data, it could lead to serious consequences such as financial loss, discrimination, identity theft, fraud, and reputational damage—impacts that cannot be undone once data is shared. All Group locations comply with local privacy laws, with GDPR applied as a minimum standard every - where. Alimak Group Code of Conduct Medium-term risk of regulatory and reputational consequences in the event of inadequate privacy controls related to own workforce. The Group faces both regulatory and reputational risks if it does not have a strong privacy policy to protect personal data. In Europe, privacy and data protection are essential for a healthy democracy. Failure to comply with GDPR can result in significant fines and reputational damage. Regulatory fines for serious violations can reach up to €20 million or 4% of annual global turnover, whichever is higher. GDPR is implemented across the Group as a minimum standard, alongside all local privacy laws and requirements. Alimak Group Code of Conduct S1 cont. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 71 Annual & Sustainability Report 2025

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— Introduction Alimak Group is committed to fostering a sustainable and resil- ient business by prioritising the wellbeing and development of its own workforce. The Group’s approach centres on recognis- ing the importance of every individual — whether permanent or temporary employees, as well as contractors or consultants — across all global operations. By integrating workforce diversity and inclusive employment practices, Alimak Group aims to create an environment where risks are proactively managed and opportunities are maxim- ised. Through comprehensive assessments and adherence to local and Group-wide policies, the Group seeks to identify material impacts and address potential challenges, supporting both its sustainability ambitions and strategic business objec- tives. This approach drives responsible growth and long-term value for all stakeholders. SBM–3 Material impacts, risks and opportunities and their interaction with strategy and business model Alimak Group’s workforce consists of a diverse range of individ- uals, including permanent and temporary employees, as well as contractors and consultants. This comprehensive definition ensures that all categories — full-time, part-time, and those with non-guaranteed working hours — are considered in the assessment of material impacts, risks, and opportunities (IROs). The evaluation done in 2025 covers every Alimak Group subsid- iary worldwide, with particular attention paid to regional differ- ences across APAC, ME&A, Europe, and the Americas. The assessment process integrates local employment laws, work- place regulations, and Group-wide policies to ensure thorough coverage. Double materiality assessment Through a double materiality assessment, Alimak Group seeks to understand and define both potential and actual impacts, risks, and opportunities. Material IROs are identified and assessed based on the location of employees around the world, and considering local employment laws and Group guidelines. The following key impacts and risks have been identified: • Negative Impact: The possibility of employees working too many hours may negatively affect employee health, injuries and work environment. • Negative Impact: Ergonomic hazards (repetition, awkward postures, extreme temperature, work-related stress) could contribute to musculoskeletal disorders. • Negative Impact: Workers may sustain physical injuries whilst carrying out work while being exposed to physical hazards (eg. trips, falls, fire, explosion, machinery, vehicles, noise, electrical and chemical hazards). • Financial Risk: Regulatory requirements for workplace health and safety expose the Group to risks of injuries and also potentially to legal consequences and increased costs due to such workplace accidents and ill health. • Financial Risk: In the event that female employees face gender-based discrimination, it would harm the business, increase employee turnover and harm our reputation. • Negative Impact and Financial risk: Insufficient employee training and skill development may result in a loss of critical knowledge affecting productivity, employee efficiency and operative performance. • Negative Impact and Financial risk: Insufficient protection of the employees' personal data could lead to a breach of integrity, a breach of confidentiality as well as financial risk. As part of the Double Materiality Assessment (DMA), no mate- rial opportunities related to own workforce were identified. Strategic integration and business model alignment Material IROs directly influence Alimak Group’s business model and strategic decision-making. Environmental and social impacts have prompted the integration of sustainability into product design, operational procedures, and supplier selection. Risks and opportunities are evaluated during strategic planning, with mitigation measures and capital allocation aligned to sup- port resilience and long-term value creation. Anticipated effects include shifts in investment priorities, increased focus on sus- tainable innovation, and enhanced stakeholder engagement. Workforce management and positive impacts Alimak Group's approach to managing material impacts, risks, and opportunities in the own workforce is aligned with ESRS disclosure requirements and demonstrates a proactive commit- ment to sustainability and responsible business conduct. The Group continuously monitors and adapts its strategy and busi- ness model to address evolving risks and opportunities, ensur- ing resilience and long-term value creation. Forward-looking plans include further integration of sustainability into core operations, enhanced transparency, and ongoing stakeholder dialogues. Connection to strategic priorities The Group’s value proposition centres on delivering reliable vertical access solutions globally, which requires a skilled, engaged, and safe workforce. Strategic priorities drive invest- ment in workforce training, health and safety initiatives, and employee development. Decisions related to workforce size, remuneration, and working conditions are directly influenced by the cost structure, while revenue generation depends on workforce performance and satisfaction. Strategic shifts, such as automation or expansion into new markets, may affect job security, skills requirements, and working conditions, but they also create possibilities for employee development and enhanced standards. Commitment to responsible workforce management By systematically identifying and addressing these risks and opportunities, Alimak Group ensures that its workforce is pro- tected and empowered, which supports business resilience and regulatory compliance. The integration of workforce considera- tions into strategic decision-making and operational practices, in compliance with ESRS2 SBM-3 requirements, underpins Alimak Group's commitment to responsible and sustainable workforce management. Our well-defined people processes such as Performance Management, Engagement Surveys, Recruitment practice, Talent reviews, data control through an HR system, continuous training, workplace risk assessments etc. are all examples of Alimak Group's strategy for addressing the impacts and risks identified for the own workforce which is comprehensive and proactive. This approach supports regulatory compliance and strengthens the Group's ability to deliver long-term value to employees, stakeholders, and society. Alimak Group experiences normal fluctuations in employee numbers due to regular turnover, occasional reductions in workforce, and the use of temporary workers during periods of increased production demand. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 72 Annual & Sustainability Report 2025

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— S1–1 Policies related to own workforce Alimak Group is committed to fostering a safe, fair, and inclu- sive workplace. Our workforce policies and guidelines are designed to ensure compliance with all relevant laws and regu- lations, while actively promoting the wellbeing, development, and engagement of every employee. To effectively identify and manage material impacts, risks, and opportunities relating to our workforce, at Alimak Group we conduct regular risk assessments and proactively mitigate health and safety hazards. We monitor workforce trends to anticipate future challenges and opportunities, and periodically review our practices to ensure they remain robust and relevant. Employees are actively engaged in the identification and man- agement of potential workplace issues. Our policies are aligned with the United Nations Guiding Principles on Business and Human Rights and core conven- tions. These standards are embedded in our Code of Conduct Policy, which sets clear expectations for fair treatment, non- discrimination, and professional behaviour throughout the Group. Strict anti-discrimination practices prohibit any form of discrimination based on gender, age, ethnicity, religion, disabil- ity, or other protected characteristics. Recruitment, promotion, and remuneration decisions are based solely on merit and capabilities, and this is supported by regular training for man- agers and staff to reinforce these principles and promote a cul- ture of respect and inclusion. Furthermore, the policy explicitly states that the Group does not accept the use of child labour, bonded labour, or any form of forced labour. While the Group does not condone any form of human traf- ficking, this is currently addressed explicitly only in the Supplier Code of Conduct. The inclusion of an explicit reference to human trafficking in the Group Code of Conduct is planned for a future update. Alimak Group invests in ongoing employee development for sustainable and technology-driven operations. Workforce-re- lated policies and guidelines are clearly communicated and accessible via our intranet and onboarding. Regular training and internal communications reinforce key policies, with man- agers ensuring their teams understand and can access support. The Group-wide Code of Conduct policy is mandatory while other policies such as Recruitment guidelines are set as mini- mum expectations alongside local laws. Formal grievance mechanisms are in place to enable employ- ees to raise concerns confidentially and without fear of retalia- tion. The Whistleblower Policy provides clear steps for reporting and addressing issues, with investigations conducted promptly and impartially. Additional support is available through local employee assistance and grieviance channels. Alimak Group's Global Health & Safety Policy defines the minimum standards of health and safety management and the conduct required from all employees and others in the value chain. The policy, approved by the CEO and Group Leadership Team, outlines roles and responsibilities, risk management, leadership requirements, system requirements, legal compli- ance, emergency preparedness, incident reporting, perfor- mance monitoring, and worker involvement. In summary, Alimak Group’s workforce policies and guide- lines are designed to manage material impacts, risks, and opportunities while upholding the highest standards of human rights and labour practice. We remain committed to continuous improvement and regular policy review to ensure alignment with evolving legal requirements and stakeholder expectations. S1–2 Engagement with own workforce and workers’ representatives about impacts Alimak Group uses a comprehensive and structured approach to engaging its workforce and their representatives regarding material impacts. Engagement methods include regular employee surveys conducted two to four times per year, quar- terly performance goal setting and conversations between employees and managers, and quarterly town hall meetings at both Group and local levels to facilitate information sharing and open dialogue. Monthly management calls for the Group’s 450 managers further support engagement and strategic alignment across the organisation. Employee representatives participate in various functional or global department groups, such as the People & Culture Council and the Health & Safety Council, which meet regularly to ensure alignment on social, human rights, and health and safety requirements. These councils provide an additional voice in shaping global processes and influencing strategic direction. Digital communication channels — including the intranet, Teams, Viva Engage, and feedback platforms — enable ongoing, inclusive dialogue across the workforce. The most senior role in the Group with the operational respon- sibility to ensure engagement with the workforce occurs is the Chief People & Culture Officer. Feedback from surveys and risk assessments is systemati- cally recorded and analysed using digital tools like Peakon, Cleerit, and Safety Observation apps. Health and safety results are communicated monthly to leadership teams and quarterly to the Board, with local action plans developed in response to feedback which is shared transparently with employees. This ensures that workforce input directly influences decision-mak- ing. Engagement activities and improvement plans occur at both the organisational and local site levels., Dedicated managers, supported by digital tools and HR, People & Culture, and Health & Safety teams, ensure that all employees participate in goal setting and development planning. Resources such as Peakon, the intranet, and Viva Engage are made available to facilitate engagement. Alimak Group’s engagement also addresses transition and equity topics, including the impacts of carbon reduction initia- tives, restructuring, employment changes, training and upskill- ing, gender and social equity, and health and safety. Policies promote equal opportunities, gender equity, and privacy pro- tection in compliance with GDPR. Alimak Group does not currently have dedicated initiatives for vulnerable or at-risk worker groups, but aims to be an inclu- sive employer in all we do. Leaders are expected to identify and remove any barriers for these employees through targeted con- sultations, support services, and confidential reporting chan- nels. Engagement activities are designed to overcome barriers such as language, connectivity, cultural differences, gender, and power imbalances, which ensures inclusivity and accessibility for all employees. Information is provided through multiple channels—including email, intranet, internal social platforms, verbal communications, and TV screens—to ensure it is under- standable and accessible to all workforce members. Conflicting interests within the workforce are resolved transparently, and are guided by the Code of Conduct, Global Employee Handbook, local workplace policies and laws. All processes are designed to be fair, transparent, and accessible. Alimak Group respects the human rights of all stakeholders, including privacy, freedom of expression, non-discrimination, and peaceful assembly, with GDPR as a minimum data In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 73 Annual & Sustainability Report 2025

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— protection standard across all locations. These principles are embedded in company policies and operational practices. Alimak Group is dedicated to continually improving work- force engagement. Through transparent, inclusive, and respon- sive practices, the Group keeps workforce members and their representatives informed and supported, especially during the transition to greener operations. Engagement processes are regularly updated to address new risks, incorporate feedback, and meet legal and ethical standards. S1–3 Processes to remediate negative impacts and channels for own workforce to raise concerns Remediation processes Alimak Group is committed to promptly and effectively remedi- ating any adverse impacts experienced by our workforce. The Group has established a framework to address and remediate any material negative impacts that may arise from its opera- tions. Through regular communication and interaction with all locations and their dedicated resources in leadership and Peo- ple & Culture, we review, modify and reinforce the policies, guidelines, preferred processes and practices that are necessary to manage any negative material impacts on the workforce. Alimak Group provides formal processes for remediating negative impacts on its workforce, including corrective actions following survey feedback, incident investigations, and policy updates. Health and safety incidents are tracked, analysed, and addressed promptly. Channels for raising concerns Alimak Group has established a range of formal channels through which employees may raise concerns or grievances regarding their workplace conditions, treatment, or any observed negative impacts. These channels include: • Internal reporting mechanisms: employees can report con- cerns directly to their line managers or human resources representatives. • Whistleblower channel: available in 16 different languages, employees have a channel where they can raise concerns anonymously by using this reporting channel, managed by a third-party, WhistleB. The whistleblowing service provides an opportunity to communicate regarding suspected wrong- doings affecting people, our organisation, society or the environment, and to raise these concerns anonymously with- out fear of reprisal. • Union and worker representation: employees may also raise issues through union representatives or workforce commit- tees, which liaise directly with management on behalf of members. • Employee assistance programmes: some local businesses within the Group have access to employee assistance pro- grammes that offer confidential support and counselling ser- vices, so that employees are able to discuss workplace issues with trained professionals. The Group also conducts regular anonymous engagement sur- veys where employees can respond by both multiple-choice questions as well as free text comments. Employees can also give direct input during Health & Safety risk assessments. All channels are accessible, confidential, and promoted regu- larly to ensure workforce awareness. Alimak Group prohibits retaliation against any employee who raises a concern in good faith. The channels are designed to ensure concerns are addressed and followed up effectively, in line with UN Guiding Principles and OECD Due Diligence Guidance. Concerns raised through the formal channels are acknowl- edged promptly, with a standardised process for assessment and investigation. Progress is tracked through a case manage- ment system, ensuring timely updates and resolution. The effec- tiveness of the grievance mechanisms and remediation pro- cesses is evaluated periodically through: • Regular review of case outcomes • Questions regarding the Group’s management of misconduct are asked in the employee surveys to gauge satisfaction and trust in processes • Continuous training for managers and compliance staff Findings from these reviews inform ongoing improvements to policies and procedures, ensuring responsiveness and rele- vance to workforce needs. The Group addresses anti-retaliation measures in its Code of Conduct policy and Whistleblower guidelines to protect individ- uals who utilise these channels for reporting concerns or griev- ances. This ensures that all the employees understand they can speak up without fear of negative consequences or reprisal and that the Group has a safe and open environment for communi- cation. Alimak Group remains committed to providing a safe, respect- ful, and responsive environment for our workforce. We recog- nise the importance of robust remediation processes and acces- sible grievance channels in upholding our responsibilities and legal obligations. Ongoing evaluation and adaptation of these mechanisms ensure that concerns are addressed effectively, and that our workforce can trust in the integrity of our systems. We are dedicated to making continuous improvements in line with both legal requirements and evolving international standards. S1–4 T aking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions Alimak Group has established a structured approach to address material impacts affecting its workforce. These plans are informed by regular risk assessment reviews, employee feed- back, and industry benchmarks. Resources are allocated to ensure focus and effective implementation, including dedicated human resources teams, comprehensive training programmes, robust health and safety infrastructure, wide-reaching employee experience surveys, and ongoing professional development opportunities. The company’s People & Culture strategy is reviewed annually to ensure responsiveness to emerging risks, impacts and opportunities. Managing material negative impacts: Alimak Group proactively identifies and addresses material negative impacts on its workforce, such as health and safety risks, workplace discrimination and insufficient training. Com- prehensive risk assessments are conducted to map potential hazards, with mitigation strategies including enhanced safety protocols, regular training sessions, and strict enforcement of anti-discrimination policies. Some local companies also provide mental health support through employee assistance pro- grammes and psychosocial hazard training, as well as a confi- dential Whistleblower reporting channel to ensure employees can raise concerns without fear of reprisal. Alimak Group invests in employee wellbeing initiatives, skills development, and inclusive workplace practices. Programmes such as flexible working arrangements, diversity and inclusive education, and career advancement pathways and talent review In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 74 Annual & Sustainability Report 2025

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— planning are in place to support workforce engagement and development. The company has also launched several health and wellbeing initiatives in order to prevent physical and men- tal health injuries of the workforce. Commitment to fair remu- neration and recognition further enhances motivation and retention. These initiatives are regularly evaluated to ensure they effectively contribute to a supportive and productive work environment. Risk management: Material risks to the workforce are managed through a process that integrates risk identification, assessment, and mitigation. To manage the risk of insufficient protection of the employees per- sonal data, the Group provides GDPR training to managers and local assigned Data Protection Officers. Effectiveness tracking and measurement: Alimak Group tracks the effectiveness of its workforce-related actions through quantifiable metrics and qualitative feedback. Key performance indicators (KPIs) include incident rates, staff turnover, employee engagement scores, and diversity statistics. These metrics are reported to the Board and external stakehold- ers annually. The company conducts periodic employee surveys and consults with union representatives to gauge the impact of initiatives and refine approaches. Continuous improvement is embedded in the survey process and management system to ensure sustained progress. Stakeholder involvement and workforce engagement: Stakeholder involvement is central to Alimak Group’s workforce management strategy. Employees are engaged through regular town hall meetings, focus groups, and feedback channels. The company collaborates with external stakeholders, including industry bodies and regulatory authorities, to ensure the adop- tion of best practices. In many sites, the employees have elected union representatives, which enables the workforce rep- resentatives to participate in decision-making processes related to workplace changes, risk management, and opportunity iden- tification, ensuring alignment with employee needs and expec- tations. Alignment with sustainability goals: Alimak Group’s workforce management approach is closely aligned with its broader sustainability goals. The company’s policies and actions support the United Nation’s Sustainable Development Goals (SDGs), particularly those related to decent work, gender equality, and health and wellbeing. Sustainability performance is tracked and reported as part of the annual cor- porate responsibility disclosure, demonstrating the company’s commitment to ethical and responsible business practices. Alimak Group remains committed to advancing the effective- ness of its workforce management strategies. The company aims to further strengthen its approach by investing in new technologies, expanding training programmes, and enhancing diversity and inclusion efforts. These actions will ensure the workforce remains resilient, engaged, and aligned with the company’s long-term sustainability objectives. As stated in ESRS 2, sustainability related capital and opera- tional expenditures are embedded into Alimak Group’s wider investment processes and are not tracked or managed as stand alone categories. As a result, the Group does not publish iso- lated CapEx or OpEx figures in this ESRS report. Instead, sus- tainability driven investments are reflected holistically through our strategic initiatives, performance development, and finan- cial statements. S1–5 T argets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities Employees within Alimak Group are not actively involved in defining the targets aimed at managing material impacts, risks and opportunities. However, they are highly involved in the out- comes and actions taken to address them. To address these impacts, risks and opportunities, Alimak Group has set outcome-oriented targets that are specific, meas- urable, and aligned with internationally recognised standards, including the UN Global Compact principles and ISO standards. These targets also support the United Nations Sustainable Development Goals (SDG 3: Good Health and Well-being and SDG 8: Decent Work and Economic Growth). Targets are based on scenario analyses and data from employee engagement surveys and internal Health & Safety reporting. The Group aims for a zero-harm objective and a Lost Time Injury Frequency Rate (LTIFR) below 2, assuming contin- ued investment in safety training and operational controls. It also targets an employee net promoter score (eNPS) of 40, assuming enhanced leadership capability, increased satisfac- tion and engagement initiatives planned through involvement of local teams as well as Group level initiatives. Each Division EVP is responsible for action planning and tracking of improve- ment plans for each division. Local regulatory requirements, cultural factors, and work- force demographics are considered to ensure relevance across regions. Each target is linked to a clear intended outcome, reviewed annually, and benchmarked against sector best prac- tice. Methodologies ensure consistency and transparency, with documented adjustments and rationale provided to maintain stakeholder trust. Targets may be modified in response to significant changes in external or internal contexts, such as regulatory updates, market developments, or major organisational changes. When modifications occur, Alimak Group provides clear explanations and discloses the underlying factors, which ensures that stake- holders are informed of both the rationale and expected out- comes of such changes. Alimak Group is committed to continuous improvement in workforce management and transparent reporting on progress. By setting and regularly reviewing outcome-oriented targets, the Group strives to mitigate material negative impacts, advance positive outcomes, and manage workforce-related risks and opportunities in line with leading standards and stake- holder expectations. In other areas, where we lack system support, data collection resources or legal grounds for collecting the data, we are not planning to include them in the future reports. Examples being employees with disabilities, average training hours broken down by gender, family-related leave and data about non- employees. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 75 Annual & Sustainability Report 2025

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— S1–6 Characteristics of the company's employees Number of employees (head count) Information on employee head count by gender 2025 2024 Male 2,406 2,488 Female 522 534 Other* N/A N/A Not reported 131 20 T otal employees 3,059 3,042 * Information not collected Employee head count in countries representing more than 10% of the Group's total number of employees Country Number of employees (head count) Sweden 375 Spain 314 Information on employees by contract and gender (number of head count) 2025 Female Male Other Not disclosed T otal Employees 522 2,406 n/a 131 3,059 Permanent employees 501 2,332 n/a 102 2,935 Temporary employees 21 74 n/a 29 124 Non-guaranteed hours employees 3 22 n/a 0 25 Information on employees by contract type and region (number of head count) 2025 Americas EMEA Asia Pacific Employees 439 1,955 663 Permanent employees 432 1,880 624 Temporary employees 7 75 39 Non-guaranteed hours employees 1 3 21 Employee turnover 2025 2024 Total no. of employees who have left the company during the reporting period 406 n/a Rate of employee turnover in the reporting period 13.4% n/a S1–8 Collective bargaining coverage and social dialogue Collective bargaining coverage Social dialogue Coverage rate Employees EEA* Employees NonEEA** Workplace representation EEA** 0-19% 20-39% APAC, Americas 40-59% EMEA(excl EEA) 60-79% 80-100% Sweden, Spain Sweden, Spain * For countries with > 50 employees representing >10% total employees ** Estimate for regions with > 50 employees representing >10% total employees S1–9 Diversity metrics 2025 2024 No. of women at top management level (GLT) 3 3 Percentage of women at top management level (GLT) 27% 30% Age distribution of employees: Percentage under 30 years old 10% 9% Percentage 30-50 years old 52% 54% Percentage over 50 years old 38% 37% S1–14 Health&Safety metrics 2025 2024 No. (%) own workforce under H&S Management System 100 100 No. of Employee Fatalities (injuries & ill health) 0 0 No. of Medical Treatment Injuries (MTI) 35 21 No. of Lost Time Injuries (LTI) 29 23 LTIFR: Rate of Lost Time Injuries, own employees 5 4 TRIFR: Rate of MTI + LTI + FTI, own employees 11 8 Time lost due to LTI (full days) – – Time lost due to WRIH (full days) – – Working hours 5,738,000 5,281,342 S1–16 Remuneration metrics (pay gap and total remuneration) Gender equality is a key priority for the Group, and we have been actively working on this area for several years. However, due to the transition to a new global HR system during the reporting period, we were unable to obtain data of sufficient quality to accurately report on gender pay gap metrics. The Group plans to report on these metrics in the next reporting year. The HR system implementation will continue during 2026 and 2027 . The new system will enable further collection of data about our own employees’ participation in regular performance and career development reviews, gender pay gaps and other self-service capabilities which will be included in the 2026 report. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 76 Annual & Sustainability Report 2025

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— S2 – Workers in the value chain Introduction At Alimak Group, we recognise that responsible value chain management is essential to our long-term success and resil- ience. Our business model is built on a global network of sup- pliers and partners, and we are dedicated to ensuring that our operations and supply chain practices consistently uphold the highest standards of sustainability and business ethics. Impacts, risks and opportunities (IRO) Material for Impact Financial Reference to policy Value chain Own operations Positive Negative Opportunity Risk Subtopic Material impact or risk Description Mitigation/action S2a – Working conditions and rights Potential medium-term negative impact on workers in the value chain in the case of working with suppliers who do not respect human rights. Working with suppliers that do not respect human rights and the OECD due diligence guidance for Responsible Business Conduct would have a serious negative impact on workers in the value chain and their right to decent working and living conditions. The Group takes steps to ensure that all suppliers' employees have an employment contract with clear terms and conditions that are aligned with company guidelines and local legislation. In case of a breach in this area, the suppliers will be given a short lead time in order to put in place an action plan leading to compliance. If not, the Group will exclude the supplier from its supplier panel. Supplier Code of Conduct Long-term reputational risk in the case of working with suppliers who do not respect human rights. Working with suppliers that do not respect human rights and the OECD due diligence guidance for Responsible Business Conduct could lead to customers cancelling their orders and removing our Group from their supplier panel. This would seriously damage the Group's reputation. The Group mitigates this risk by managing the associated potential impact S2a01NI. In its Code of Conduct, the Group takes steps to inform all suppliers that employees should have an employment contract with clear terms and conditions that align with Group guidelines and local legislation. If a supplier is found non-compliant, they must quickly implement an action plan. Failure to do so will result in removal from Alimak Group’s supplier panel. Supplier Code of Conduct S2b2 – Training and skills development Medium-term risk of loss of manufacturing knowledge in case of a lack of supplier training and skills development. A lack of supplier training and skills development can lead to loss of manufacturing know-how and key personnel, negatively affecting the Group’s ability to deliver quality products on time—especially if critical suppliers lose skilled staff. The Group takes steps to ensure that all suppliers provide employees with relevant training focused on enhancing their skills and expanding their knowledge. If a supplier breaches requirements, they are given a short timeframe to implement an action plan. Failure to comply results in removal from Alimak Group’s supplier panel. Supplier Code of Conduct S2 SBM–3 Material impacts, risks and opportunities and their interaction with strategy and business model To remain a relevant and competitive player in the market — among customers, employees, suppliers, and the financial community — Alimak Group must continuously evolve by enhancing its processes, business model, product offerings, and services. This ongoing transformation is essential to meet financial expectations and advance all key sustainability areas. In 2025, Alimak Group conducted a double materiality assessment to identify and prioritise the most significant impacts, risks, and opportunities related to workers in the value chain. This process included input from stakeholders, supplier audits, and ESG self-assessments. The following key impacts and risks have been identified: • Negative Impact: Suppliers disregarding human rights may negatively affect workers’ conditions and expose the Group to regulatory scrutiny. We believe that such cases are not wide- spread, and we are not aware of any evidence to suggest that they are. The following risk arising from the negative impact and dependencies on value chain workers is: – Risk: Partnerships with suppliers who do not uphold human rights or OECD guidelines can create financial risks, damage reputation and market position. – Risk: Insufficient supplier training and skills development may result in financial risks from the loss of critical manufactur- ing knowledge, affecting product quality, delivery, and cus- tomer satisfaction. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 77 Annual & Sustainability Report 2025

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— As part of our Double Materiality Assessment (DMA), no mate- rial opportunities relating to workers in the value chain were identified. Alimak Group’s value chain includes a diverse range of work- ers whose conditions and rights may be materially impacted by our operations or sourcing practices. Based on our double materiality assessment and supplier engagement processes, the following categories of value chain workers have been iden- tified as subject to material impacts: • Direct material supplier workers: These workers are employed by approximately 500 manufacturing site suppliers who col- lectively represent 80% of Alimak Group’s annual spend on direct materials. They are primarily engaged in manufacturing, assembly, and component production activities. Their working conditions, access to training, and retention are critical to maintaining product quality and delivery timelines. • Workers in high-risk geographies: Value chain workers located in regions with weak labour protections, high corruption indi- ces, or elevated risks of modern slavery are particularly vul- nerable. Alimak Group uses external indices and self-assess- ment tools to identify and monitor these risks. Alimak Group acknowledges that these workers are integral to the resilience and sustainability of its business model. The Group’s strategy for addressing impacts, risks and opportunities in the value chain is comprehensive and pro- active. The company embeds ESG (Environmental, Social, and Governance) criteria into every stage of supplier selection, eval- uation, and ongoing monitoring. Clear expectations are estab- lished through the Supplier Code of Conduct, which is system- atically communicated and enforced throughout the supply chain. To ensure compliance and continuous improvement, Ali- mak Group regularly audits suppliers in high-risk regions from human rights and child labour perspectives, and supports cor- rective action plans where necessary. We identify such regions using the World Bank's Worldwide Governance Indicators (WGI), the Minderoo Foundation’s Global Slavery Index (GSI) and Save the Children's End of Childhood Index which highlight high-risk countries regarding human rights violations, child labour and modern slavery. The latest data released by these indexes is provided on the ESG self-assessment platform Worldfavor, which we use to evaluate our suppliers. The follow- ing countries have been flagged as high-risk: • Mexico – 2 suppliers identified • India – 2 suppliers identified • Turkey – 3 suppliers identified • Colombia – 1 supplier identified These risks are not necessarily systemic across all suppliers in these regions but are significant enough to warrant enhanced due diligence. Alimak Group uses this information to prioritise ethical sourcing practices, reinforce supplier audits, and imple- ment targeted mitigation measures. The identification of these geographies informs our supplier engagement strategy and supports our commitment to respon- sible business conduct. It also contributes to our broader risk management framework under ESRS S2, ensuring that poten- tial human rights violations are addressed proactively. Additionally, the company sets measurable objectives for supplier coverage and strives for ongoing progress in social compliance, reinforcing its commitment to responsible and sus- tainable value chain management. Results are measured through several key actions. Suppliers who account for approximately 80% of Alimak Group’s annual direct material spending are required to complete a sustainabil- ity self-assessment questionnaire; this requirement also applies to new regular direct materials suppliers. If suppliers receive low ESG scores, they are subject to on-site audits and may be conditionally approved or terminated, which directly influences the procurement strategy. These measures help mitigate impacts and risks related to working conditions, human rights, and risks related to skills development, thereby supporting operational resilience, regulatory compliance (CSRD, ESRS), and customer trust. S2–1 Policies related to value chain workers Alimak Group’s Supplier Code of Conduct sets out the mini- mum sustainability standards required from all suppliers, ensuring that human rights, working conditions, environmental protection, health and safety, business ethics, material compli- ance, and responsible sourcing are consistently upheld throughout the supply chain. This Code is contractually binding and applies to every supplier providing goods or services to any Alimak Group company. It emphasises respect for human rights and international conventions, including those estab- lished by the United Nations, International Labour Organization, UN Global Compact, and OECD. The Code strictly prohibits forced labour, child labour, discrimination, violence, and harass- ment, while it safeguards freedom of association and collective bargaining. Suppliers are expected to provide fair compensation, main- tain safe working conditions, and offer access to training. They are also required to cascade these standards to their own sup- pliers, ensuring that responsible practices extend throughout the value chain. The Code is available in multiple languages, and from 2026 onwards, must be signed by an authorised rep- resentative of each supplier. Compliance is monitored through self-assessment questionnaires and on-site audits, with non-compliance potentially resulting in corrective actions or termination of the business relationship. Although Alimak Group does not currently maintain a stan- dalone human rights policy, its commitments are embedded in the Group’s Supplier Code of Conduct. This Code sets clear expectations for ethical and responsible business practices across the value chain. It requires suppliers to respect and com- ply with labour laws and collective bargaining agreements, ensure fair compensation in line with local wage regulations, and provide transparent employment terms in accessible for- mats and languages. Suppliers must uphold freedom of associ- ation, prevent discrimination based on gender, ethnicity, reli- gion, disability, political affiliation, or sexual orientation, and actively eliminate forced labour, child labour, and human traf- ficking. They are also expected to protect workers from violence and harassment. In addition, the Code promotes safe working environments through compliance with relevant laws and train- ing initiatives. These commitments apply not only to the supplier’s own operations but must also be cascaded to their direct suppliers. The most senior role within Alimak Group that is accountable for implementing the policy is that of Executive Vice-President of divisions. Compliance is monitored through ESG self-assess- ment questionnaires and on-site audits, and non-compliance may result in corrective actions or termination of the business relationship. This framework reflects Alimak Group’s alignment with international standards such as the UN Global Compact, ILO conventions, and OECD guidelines, and serves as the foun- dation for Group human rights’ due diligence across the value chain. To identify and assess human rights risks, Alimak Group uses the Worldfavor platform to conduct ESG self-assessments with suppliers representing approximately 80% of its direct In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 78 Annual & Sustainability Report 2025

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— material spend. These assessments are aligned with interna- tionally recognised frameworks, including the OECD Due Diligence Guidance, UN Guiding Principles on Business and Human Rights (UNGPs), and ILO conventions. Suppliers are scored based on their responses and external indices such as the Human Rights Index, Corruption Index, and Modern Slavery Index. Low scores trigger audits and further assessments by Alimak Group. While no formal violations have been reported, the Group continues to monitor supplier performance and encourages transparency and corrective action where gaps are identified. This process is part of Alimak Group’s broader com- mitment to ethical sourcing and responsible business conduct. S2–2 Processes for engaging with value chain workers about impacts Alimak Group engages with its suppliers through a structured ESG self-assessment process using the Worldfavor platform, covering approximately 80% of its direct material spend. This process includes a comprehensive questionnaire with 45 ques- tions — ranging from yes/no and multiple choice to document uploads — and features 17 flagged questions for ESG-risk assessment, developed by both Worldfavor and Alimak Group. Key topics addressed include compliance with the Supplier Code of Conduct, equal rights and treatment, freedom of asso- ciation, minimum age and wage compliance, employment contracts, and environmental incidents. Based on their responses, suppliers are scored and catego- rised into risk-level assessment (low, medium, high, or extreme), which determines the frequency of audits and the nature of follow-up actions. Results are shared with divisional sourcing managers and drive continuous improvement plans. Suppliers identified as high or extreme-risk are subject to on-site audits at least every three years. During these audits, feedback is gathered directly from workers or their representa- tives, which ensures that their perspectives inform Alimak Group’s risk management and decision-making. ESG supplier self-assessments are conducted annually, and those deemed high or extreme-risk are audited every three years. The Executive Vice-Presidents of divisions hold opera- tional responsibility for ensuring these engagements occur and that the results inform the Group’s approach. Alimak Group adheres to the UN Global Compact, actively participating in a global network committed to responsible business conduct. This engagement provides access to shared knowledge, peer learning, and collaborative initiatives, enhancing the company’s understanding of workers’ perspectives across its value chain. The effectiveness of engagement with value chain workers is assessed through self-assessment questionnaires and regular supplier audits, monitoring progress on working conditions, health and safety, and rights protections. Measurable improve- ments, such as reductions in identified issues and enhance- ments in supplier practices, are tracked. When issues are identi- fied, Alimak Group collaborates with suppliers to establish cor- rective action plans, which are monitored for implementation. Outcomes — such as improved compliance with the Supplier Code of Conduct or enhanced working conditions — are reviewed to ensure they contribute to meaningful and positive change across the value chain. Currently, Alimak Group does not implement specific initia- tives targeting vulnerable or marginalised worker groups, such as women, migrant workers, or workers with disabilities. How- ever, these groups are included in the supplier self-assessment questionnaire, which helps identify and monitor potential chal- lenges they may face. These include issues related to working conditions, discrimination, and access to grievance mecha- nisms. Insights gathered through this process inform the broader engagement strategy and support Alimak Group’s com- mitment to respecting human rights and promoting fair labour practices. While direct engagement with these groups remains limited, their inclusion in the ESG risk assessment framework enables responsive and preventive actions where needed. S2–3 Processes to remediate negative impacts and channels for value chain workers to raise concerns Alimak Group has established a comprehensive framework to address and remediate negative impacts affecting value chain workers. Central to this approach is a risk-based supplier audit programme, which prioritises high and extreme-risk suppliers. These audits cover working conditions, health and safety, and social and environmental compliance. Where non-conformities are identified, corrective action plans are implemented and fol- lowed up by re-audits to ensure that improvements are sus- tained. In cases of major violations, such as child labour or forced labour, suppliers may be removed from the supplier panel to uphold the Group's ethical standards. To facilitate confidential and anonymous reporting of breaches of the Supplier Code of Conduct or applicable laws, Alimak Group provides an external whistleblowing channel (WhistleB), accessible to all stakeholders—including employ- ees, suppliers, and third parties. This channel supports reporting in 16 languages and is available via the company’s external website. All messages are encrypted and handled confiden- tially, with access restricted to appointed individuals authorised to manage whistleblowing cases at WhistleB. The whistleblow- ing team within Alimak Group, comprising senior leaders from key functions, reviews each report and determines the need for investigation, and then involves internal or external experts as appropriate. Feedback is provided to the whistleblower, and fol- low-up questions can be submitted anonymously through the WhistleB channel. Anonymity is a core function of the whistle- blowing channel, meaning there is no possibility of retaliation against individuals reporting. As such, Alimak Group has deemed its Code of Conduct sufficient and a specific policy cov- ering retaliation against individuals is not necessary. For more information, see section ESRS G1-1. Alimak Group regularly assesses the effectiveness of its remediation processes through ongoing communication with affected suppliers, self-assessment questionnaires, and audit results. These tools enable the company to monitor the imple- mentation of corrective actions and evaluate whether they result in meaningful and sustainable improvements in working conditions and compliance. The company distinguishes between the severity of issues: serious violations result in immediate termination of supplier relationships, while less severe cases are addressed through collaborative improvement efforts, which encourage long-term change. Oversight and accountability are ensured by presenting updates on whistleblower cases at every audit committee meet- ing, allowing senior leadership to monitor trends, resolution timelines, and systemic issues. While the whistleblowing sys- tem is open to all stakeholders, Alimak Group acknowledges that direct involvement of value chain workers in evaluating the channel’s effectiveness is currently limited. The company is committed to improving awareness and accessibility of this mechanism and is exploring ways to strengthen direct engage- ment with workers in the value chain. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 79 Annual & Sustainability Report 2025

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— S2–4 Acting on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those actions Alimak Group identifies and manages material impacts, risks, and opportunities related to value chain workers through a structured process that includes self-assessment question- naires, audits, and risk-level classification. Suppliers are evalu- ated through a structured ESG assessment and rating system. This system is based on the country of the supplier's headquar- ters and their responses to specific sustainability-related ques- tions covering human rights, working conditions, environment, health & safety, business ethics, material compliance, and responsible sourcing stated in the Group's Supplier Code of Conduct. Each supplier is scored and categorised based on risk level. High- or extreme-risk suppliers undergo on-site or remote audits to ensure a comprehensive review. These tools enable the company to monitor supplier practices and assess exposure to human rights violations, unfair labour, and health and safety impacts and risks across its supply chain. Audit results lead to three possible outcomes: • Approved: Suppliers that meet requirements and require no further follow-up. • Conditionally Approved: Suppliers for whom clear, actionable improvement plans are established, with follow-up agreed within a defined timeframe. • Rejected: Suppliers that fail to meet requirements and show no willingness to improve will not be approved. No severe human rights issues or incidents were identified in the Alimak Group's due diligence process when assessing its suppliers. The main findings include issues related to having their own supplier code of conduct and whistleblowing policy, and the ability to cascade their commitments to their direct suppliers as outlined in the Alimak Group's Supplier Code of Conduct. Actions taken include issuing conditional approvals, creating corrective action plans and conducting re-audits to check fulfil- ment of gaps. Where necessary, supplier relationships are ter- minated. The local sourcing teams and health, safety, quality and environment (HSQE) managers define these corrective actions and applicable deadlines in collaboration with supplier representatives, or inform them in the event of a phase-out decision. The expected outcome is to improve the full compli- ance of conditionally approved suppliers with our minimum sustainability requirements for all suppliers, covering human rights, working conditions, environment, health & safety, busi- ness ethics, material compliance, and responsible sourcing stated in the Group's Supplier Code of Conduct. These meas- ures are tracked through key performance indicators such as the number of audits conducted, suppliers approved or termi- nated, and adherence to the Supplier Code of Conduct. Despite these efforts, Alimak Group acknowledges that it cur- rently lacks direct engagement mechanisms with value chain workers and their legitimate representatives. The whistleblow- ing channel is accessible but there is limited visibility into how workers’ perspectives are integrated into decision-making pro- cesses. However, we have incorporated information on the whistleblowing channel in our Supplier Code of Conduct policy. From 2026, we will require supplier representatives to sign the policy, which will reinforce their commitment to complying with the requirements, or face the risk of being report for miscon- duct for human rights violations against their workers. Such reporting may lead to termination of their partnership with the Group. Although we do not have oversight about the level of information that workers have of this possibility, taking these steps contributes to mitigating material impacts and risks relat- ing to working conditions and human rights across the value chain. The company is aware of these gaps and is actively explor- ing improvements, including expanding access to grievance mechanisms and developing time-bound, outcome-oriented targets to better measure progress in addressing material impacts, risks and opportunities. S2–5 T argets related to managing material negative impacts, advancing positive impacts, and managing material impacts, risks and opportunities Workers and their representatives within Alimak Group's value chain are not actively involved in defining the targets aimed at managing material impacts, risks, and opportunities. However, the outcomes of audits and the actions taken to address identi- fied impacts, risks and opportunities affecting workers in the value chain are integrated into the decision-making process for setting related targets. Alimak Group's current target, set by the Board, is to ensure that, from 2026 onwards, all of our suppliers (across manufac- turing, distribution and services sites), who represent around 80% of the Group’s direct material spend, have conducted ESG self-assessments covering environmental, social and govern- ance aspects. Compared to our base year 2025 when the scope of the suppliers' ESG self-assessment only included Alimak Group manufacturing sites, we successfully involved suppliers that covered approximately 81% of our direct material spend. Setting such a new target will allow us to have an oversight over impacts, risks and opportunities regarding working condi- tions, human rights, environment, health & safety, business ethics, material compliance, and responsible sourcing of Alimak Group's distribution and services companies' suppliers. Pro- gress toward this target is continuously monitored and reported annually in the Group's Sustainability Report. We have also set a target for 2026 and onwards that suppli- ers corresponding to at least 90% of the Group's direct material spent should sign our Supplier Code of Conduct. Our current ESG self-assessment process, which is carried out through the Worldfavor platform, will include this new requirement. This official engagement from suppliers reinforces the Group's value chain process for mitigating material impacts and risks related to human rights, working conditions, the environment, health and safety, business ethics, material compliance and responsi- ble sourcing. Furthermore, as part of our 2025 supplier audits, corrective actions are identified, and Alimak Group monitors their imple- mentation to ensure that improvements are achieved before the next supplier ESG self-assessment campaign, due to be held in spring 2026. We also continue measuring annually and follow up on the number of suppliers audited on social or environ- mental issues, including the number of suppliers that are approved, conditionally approved, or rejected. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 80 Annual & Sustainability Report 2025

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— S4 – Consumers and end-users Introduction Alimak Group provides and delivers a large range of technolo- gies, products and services that are used in a wide range of industries and applications. Our customers expect our offer to enable vertical transport of people and material as well as work- ing at heights in a safe, productive and efficient way. With our solutions, working conditions will be improved from an ergo- nomic and safety perspective for industrial and construction workers. Furthermore, our solutions will enable access to work- ers with reduced and limited mobility. Failure to meet specific safety expectations could be harmful to our brands and busi- ness, and may involve legal and regulatory risks. Working sys- tematically to ensure the safety of our products is therefore of the highest priority across our operations – from design, manu- facturing and service – to create customer value and long-term relationships. SBM–3 Material impacts, risks and opportunities and their interaction with strategy and business model Alimak Group's business is to offer a comprehensive range of machines and lifts designed for end-users such as industrial and construction personnel working at heights. While these solutions are engineered to improve safety and ergonomics, any safety issues or incidents involving our equipment could result in serious negative impact and financial risks. Any nega- tive impact is related to individual incidents and not systemic. Financial risks are related both to regulatory fines and licence to operate. Recognising these potential impacts and risks, Alimak Group is committed to systematically enhancing product safety across all stages —from design and manufacturing to service and maintenance. By replacing traditional vertical access methods such as stairs and ropes with our advanced solutions, we have a posi- tive impact by contributing to healthier and safer working con- ditions, which supports longer and more productive careers for industrial and construction workers. Our products also improve accessibility for industrial and construction workers with reduced mobility, fostering inclusivity and enabling extended professional participation. The Group works systematically to ensure the safety of our products and solutions. All products are certified towards rele- vant norms and standards to meet the quality, functionality and safety needs of our customers. The standards may vary from one market to another, but a failure to meet the requirements set by the standards might lead to legal claims. Customer expectations for safe, reliable, and efficient vertical transport solutions are central to our business model. Failure to meet these expectations could adversely affect our brand and expose the company to legal and regulatory challenges. To address these risks and opportunities, Alimak Group actively participates in standards committees, and collaborates with Impacts, risks and opportunities (IRO) Material for Impact Financial Reference to policy Value chain Own operations Positive Negative Opportunity Risk Subtopic Material impact or risk Description Mitigation/action S4b1 – Health and safety of end users Potential negative short-term impact on end-users working at height in the event of breach of safety. The Group provides a range of equipment, which is used by end-users working at heights. Safety problems or incidents could potentially lead to serious end-user bodily injury or death. The Group’s products are certified to relevant safety standards. The Group also participates in standards committees to drive new safety standards and invests in technologies that further improve safety. Alimak Group Code of Conduct Short-term risk of regulatory fines, prosecution and loss of licence to operate in the event of lack of end-user safety. The Group provides equipment to ensure safety when working at heights. Because these products are used at height, any incidents could result in serious injury or death, leading to reputational damage, fines, or prosecution. End-user safety is therefore critical to the business. The Group mitigates this risk by managing the associated potential impact S4b401NI, and by proactively ensuring that relevant safety levels are met. Alimak Group Code of Conduct Actual positive impact on industrial, wind and construc - tion workers in the downstream value chain by providing safe and easy vertical access to work - ing at heights. The Group produces and distributes a wide range of lifts that provide safe and easy access to vertical workplaces. By reducing the need to use stairs at height, these products improve health, safety, and career longevity. They also enhance accessibility for individuals with reduced mobility, promoting inclusivity and improving quality of life The Group's strategy is to provide solutions to transport people and material vertically in a safe way. Alimak Group Code of Conduct S4 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 82 Annual & Sustainability Report 2025

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— manufacturers, consumers, and regulators to ensure our prod- ucts align with stakeholder requirements and regulatory stand- ards. This collaborative approach informs our strategic deci- sions and drives continuous improvements in our offerings. S4–1 Policies related to consumers and end-users Alimak Group is committed to meeting and exceeding customer expectations by ensuring that our products, solutions, and ser- vices are designed to fulfil the highest standards of quality, functionality, safety, and environmental responsibility. These commitments, as well as human rights, are embedded in our Code of Conduct policy, which guides our approach to product development and service delivery towards all consumers and end-users installing, using or servicing our products. We priori- tise product safety and quality throughout the entire lifecycle — from design and manufacturing to installation, maintenance, and service. The Code of Conduct policy is described in the policy matrix on page 53. To advance product safety, quality, and innovation, Alimak Group actively participates in standard committees at both national and international levels who represent the voice of consumers and end-users. This involvement enables us to con- tribute to the definition and continuous improvement of rele- vant product standards worldwide to ensure that our offerings remain aligned with evolving stakeholder requirements and regulatory expectations. By systematically integrating these principles into our busi- ness practices, we aim to create long-term value for our cus- tomers, foster trust, and support sustainable growth. S4–2 Processes for engaging with consumers and end-users about impacts Alimak Group operates primarily as a B2B company and, as such, does not maintain a dedicated policy for direct engage- ment with consumers and end-users. Instead, the company ensures that its products and solutions are certified to applica- ble international standards, which have been developed in col- laboration with relevant stakeholders to guarantee safety and effective use. The primary channel to end-users is through customers. To gather insights and drive continuous improvement, Alimak Group conducts annual surveys to learn from customers’ expe- riences and opinions regarding their interactions with the com- pany and its products and services. Customers are also engaged directly in feedback discussions, which help identify areas for enhancement, particularly in relation to product safety. The feedback collected is systematically integrated into product development roadmaps, ensuring that customer perspectives inform future innovations. The EVPs of each respective division are responsible for the effectiveness of this process, and the outcome is measured in terms of the market success of the respective product line. Although there is no specialised process for people with dis- abilities, Alimak Group’s products inherently improve access to construction and industrial sites, supporting inclusivity as part of their design. The company does not currently operate direct consumer-facing grievance mechanisms; instead, it relies on customer relationships to channel feedback from end-users. This approach includes regular surveys and direct discussions, with feedback continuously incorporated into product develop- ment. Additionally, the Group’s own rental business serves as an internal customer, helping to shorten feedback loops, espe- cially for products in the construction sector. S4–3 Processes to remediate negative impacts and channels for consumers and end-users to raise concerns Alimak Group designs its products with safety as a top priority, resulting in a very low incidence of accidents involving end- users. In the rare event that an accident does occur, a dedicated team of experts is immediately assigned to investigate the root cause and, if necessary, implement corrective actions. These actions may include modifications to product design, updates to manuals, or other relevant measures to prevent similar inci- dents in the future. To ensure that consumers and end-users have a secure and confidential way to raise concerns, Alimak Group provides access to an external whistleblower channel. This channel is available to all stakeholders and enables end-users to report potential issues or breaches anonymously. All reports are handled confidentially and reviewed by authorised personnel, ensuring that concerns are addressed promptly and appropri- ately and to protect individuals from retaliation if used. More information is proved about the whistleblower channel under G1 page 86. Alimak Group considers these processes to be effective and demonstrates our commitment to continuous improvement in product safety and responsiveness to stakeholder concerns, supporting both regulatory compliance and customer trust. S4–4 T aking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end- users, and effectiveness of those actions Alimak Group places the highest priority on safety throughout its entire value chain, encompassing design, manufacturing, installation, operation, and service. The overarching objective is to ensure that machines cannot be operated incorrectly, and that any unsafe actions automatically halt operation. Safety considerations are embedded in every stage of product devel- opment, with systematic risk analyses guiding each design decision. All products are certified to relevant standards (see above text about Standard Committees), reflecting the company’s commitment to meeting regulatory and stakeholder require- ments. Alimak Group also provides comprehensive product safety training and, in certain cases, certifies users based on completed training. To support safe and informed use, machines are equipped with QR codes and other digital tools that make product information readily accessible. All issues are tracked via a Non Compliance Reporting sys- tem, and the effectiveness of actions taken is qualitatively mon- itored via customer dialogues. No issues related to human rights have ever been reported related to consumers and end-users. Proactive risk management is further enhanced through online monitoring of machines, enabling rapid identification and remediation of negative impacts. Recently, digital service logs and daily checks have been implemented because of actual incidents to ensure ongoing safety and operational reliability. These measures collectively support Alimak Group’s mission to lift people and businesses safely to new heights, while fostering customer trust and regulatory compliance. S4–5 T argets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities Given Alimak Group’s business model, no specific quantitative targets or metrics for consumers and end-users have been established or are planned. Instead, the Group’s commitment to safety, functionality, and efficiency is embedded within its over- arching strategy to deliver certified products and solutions that enable vertical transport of people and materials, and support safe, productive, and efficient work at heights. In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 83 Annual & Sustainability Report 2025

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— G1 – Business conduct Introduction Environmental, social and corporate governance considerations form an integral component in our business activities, and we regard responsible business decisions and actions as a key ele- ment of our strategy. This means that business decisions within the Group need to consider the economic, social and environ- mental impact on our stakeholders and the societies where we operate. We strive to develop a sustainable business by con- tinuously improving our business performance, maximising value creation for our stakeholders and enhancing our contribu- tion to the societies where we operate. Alimak Group supports international standards on human rights, labour conditions, the environment and anti-corruption. Our Code of Conduct is based on the United Nations Global Compact and its ten principles which guide corporate behaviour in these areas. We strive to act as one company, based on a common set of values, business principles, policies and man- agement practices. Meanwhile, wherever we operate, we act as a local company, identifying and addressing local business risks and opportunities. GOV–1 The role of the administrative, management and supervisory bodies See Governance section of ESRS2. IRO–1 Description of the processes to identify and assess material impacts, risks and opportunities Business Conduct matters (G1) are assessed through the Group's IRO and DMA processes, described in our disclosures relating to the governance section of ESRS 2. The Group Legal function is responsible for preparing a pro- posal containing relevant IROs relating to business conduct. The following material was reviewed as input: • ESRS 1 • OECD Convention on Combating Bribery • Code to prevent corruption in business from the Swedish Anti- Corruption Institute (in Swedish: Institutet Mot Mutor IMM) • Transparency International's Business Principles for Counter- ing Bribery • UN Convention against Corruption and UN Playbook on Anti-Corruption • UK Bribery Act guidance Impacts, risks and opportunities (IRO) Material for Impact Financial Reference to policy Value chain Own operations Positive Negative Opportunity Risk Subtopic Material impact or risk Description Mitigation/action G1a − Corporate culture Medium-term operational risk of own employees not acting in accordance with the Group's values and Code of Conduct. Employees not acting in accordance with the Group's values and Code of Conduct may result in a demotivated workforce, lack of control and align - ment, poor business and financial performance and bad reputation. The Group promotes its values and corporate culture through regular employee surveys, performance conversations, relevant policies, Code of Conduct e-learning, dilemma discussions, and a whistleblow - ing channel. Code of Conduct, Ethical Business Guidelines and Whistleblower Guideline Short-term risk of employees of newly acquired businesses not acting in accordance with our values and Code of Conduct. Alimak Group has an active M&A agenda and makes regular acquisitions in different parts of the world. The acquired businesses may not have the same ethical business standards as Alimak Group. The integration phase of the M&A process contains several activities aimed at giving the new employees a proper introduction to Alimak Group's Code of Conduct, core values and strategy. Code of Conduct, Ethical Business Guidelines and Whistleblower Guideline G1f − Corruption and bribery – Prevention and detection including training Short-term risk of reputational damage and financial damage (fines) if Group employees or third-party sales channels commit acts of bribery or corruption. Risk of corruption and bribery exists in many countries where the Group operates. Risk assessments are performed to identify high-risk areas. The Group has relevant policies and guidelines in place, provides Code of Conduct e-learning and dilemma discussions, and offers a whistleblower channel. Code of Conduct, Ethical Business Guidelines and Whistleblower Guideline G1 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 85 Annual & Sustainability Report 2025

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— In 2023, a risk assessment for Alimak Group was performed based on the following three factors for each country: turnover, if we operate through our own subsidiary or through a third- party sales channel, the Corruption Index according to Transpar- ency International. The risk assessment was used as input for the rating of the IROs. SBM–3 Material impacts, risks and opportunities and their interaction with strategy and business model The following material risks relating to Business Conduct have been identified: Risks • Medium-term operational risk that employees do not act in accordance with the Group’s values and Code of Conduct, which may result in a demotivated workforce, lack of control and alignment, poor business and financial performance and a bad reputation. • Short-term risk that employees of newly acquired businesses do not act in accordance with our Group values and Code of Conduct. • Short-term risk of both reputational damage and financial damage (fines) if Group employees or third-party sales chan- nels commit acts of bribery or corruption. Alimak Group is a global provider of sustainable vertical access and working at height solutions. The Group is present in more than 120 countries, either through its own subsidiaries or through third-party sales channels. Risk of corruption and brib- ery exists in many countries where Alimak Group operates and it is therefore of great importance to ensure that both our own employees and our external sales channels understand the Code of Conduct and act in accordance with it. Our vision and core values serve as the foundation of the Group's corporate culture and help drive the Group towards strategy fulfilment. In addition, actively ensuring that the own workforce knows the Group's shared values and acts in accord- ance with them is a way to develop a healthy and inspiring workplace for all employees. G1–1 Business conduct policies and corporate culture Policies and procedures Alimak Group has established a robust framework for business ethics and corporate culture, which includes: • The Code of Conduct, accompanied by Ethical Business Guidelines. • The Whistleblower Procedure, including the Whistleblower Guidelines and the WhistleB reporting tool. • The Group’s Vision, Strategy House, and Core Values. Additionally, the Group Authorisation Policy, the Corporate Governance Policy, and the Internal Control Framework consti- tute essential components of the overall governance frame- work. Implementation and training The Group’s vision, core values, and strategy house are the foundation of the Group’s corporate culture. The Group meas- ures engagement and promotes the core values and the corpo- rate culture through regular employee surveys. The core values are also discussed in the performance conversations held regu- larly between employees and leaders. The Code of Conduct is available in nine languages, and e-learning is mandatory for all new hires and is repeated for all staff every two years. Completion is tracked via the company's Learning Management System (LMS). Dilemma-based training is offered annually, particularly for high-risk roles in procure- ment, sales, and management, to strengthen ethical decision- making and integrity. Identification, reporting and investigation procedures Compliance with the Group Policies and Guidelines are moni- tored through the annual board meetings held in each operat- ing subsidiary and through activities carried out within the internal control framework. Areas for improvement and issues discussed during board meetings are recorded as actions in the meeting minutes. These actions are then monitored to ensure that necessary corrections are made. The Whistleblower Guideline, accessible via the intranet, details the procedures for reporting concerns and specifies the responsibilities of parties involved in addressing such reports. This process has been established to comply with EU Directive 2019/1937 as well as its implementation within Swedish legisla- tion. Whistleblowing is integrated into the Code of Conduct and is also included in the e-learning programme, which all employ- ees are required to complete on a regular basis. Information about the WhistleB reporting channel is displayed at all com- pany sites to ensure accessibility for all staff. Whistleblowing can be carried out openly by contacting a manager or the People & Culture department, or it can be done anonymously through the WhistleB system. WhistleB is availa- ble via both the intranet and the external website, and it ensures anonymity by using encryption and removing meta- data. Access to whistleblowing reports is restricted to desig- nated individuals, and all actions taken in response to reports are logged and handled confidentially. The whistleblower team is composed of the Head of Group Tax & Legal, the Chief People & Culture Officer, the Group CFO, and the Chair of the Audit Committee. When necessary, experts may be involved in inves- tigations, and the identity of the whistleblower is always pro- tected. In addition to board meetings and the whistleblowing chan- nel, employee surveys serve as a valuable tool for pinpointing areas within the organisation where business practices may not align with our corporate culture. The People & Culture depart- ment, along with leaders at various levels, closely monitor sur- vey results and employee feedback. G1–3 Prevention and detection of corruption and bribery Alimak Group has established a comprehensive system to pre- vent, detect, investigate, and respond to allegations or incidents related to corruption and bribery. The foundation of this system is the Group’s Code of Conduct and Ethical Business Guide- lines, which set clear expectations for ethical behaviour across the organisation. Additionally, the Group Authorisation Policy, the Corporate Governance Policy, and the Internal Control Framework constitute essential components of the overall gov- ernance framework. The Code of Conduct is available in nine languages and is accessible both via the external website and the Group’s intranet. All employees are required to complete Code of Con- duct training, which consists of e-learning modules and class- room-based ethical dilemma training. The latter is specifically designed for employees who face greater corruption risks, such In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 86 Annual & Sustainability Report 2025

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— as members of the Group Leadership Team, senior managers, and employees in sales and sourcing positions. Compliance with Code of Conduct training requirements is tracked through the company’s Learning Management System, with new employees completing training at the start of their employment and all staff retaking it every two years. The Whistleblower procedure, including the Whistleblower Guideline and the WhistleB reporting tool, enables employees and stakeholders to report concerns either openly or anony- mously. Reports submitted through the WhistleB channel are received by a dedicated Whistleblower Team, which includes the Chief People & Culture Officer, the Group CFO, the Head of Group Tax & Legal, and a member of Alimak’s Board of Direc- tors who serves as Chair of the Audit Committee. This team ensures that investigations are conducted impartially and that individuals subject to allegations are not involved in the pro- cess. A whistleblower update is a standing item on the agenda of each Audit Committee meeting, and the Chair of the Audit Com- mittee provides regular updates to the Board of Directors. In addition, the Group policies, the Risk Assessment process and the Internal Control activities are discussed regularly in Audit Committee meetings. The Group is committed to continuously improving both its procedures and training programmes to strengthen its anti-cor- ruption framework. In 2025, the Code of Coduct training was sent out to all employees, and the dilemma discussions were promoted during sustainability week. In 2026, we plan to con- vert the Ethical Business Guidelines into an Anti-Bribery and Corruption Policy. Prevention and detection of corruption and bribery 2025 2024 Total number of employees (head count), at year-end 3,059 3,042 Total number of employees receiving anti- corruption and anti-bribery training, during period 1,920 358 Duration of computer-based training (hours) 960 – Duration of classroom training (hours)1) 2) 99 358 1) The training was targeted at functions at risk, i.e. employees working in sourcing, sales and management roles. 2) Based on the assumption that each workshop lasted for one hour. G1–4 Confirmed incidents of corruption or bribery Incidents of corruption or bribery 2025 2024 Number of convictions for violation of anti- corruption and anti-bribery laws 0 0 The amount of fines for violation of anti- corruption and anti-bribery laws 0 0 Total number of confirmed incidents of corruption or bribery 0 0 The number of confirmed incidents in which own workers were dismissed or disciplined for corruption or bribery- related incidents 0 0 Number of confirmed incidents relating to contracts with business partners that were terminated or not renewed due to violations related to corruption or bribery 0 0 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 87 Annual & Sustainability Report 2025

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— Disclosure Requirement Page number Additional information ESRS 2 BP−1 − General basis for preparation of the sustainability statement 47 BP−2 − Disclosures in relation to specific circumstances 47 Partially answered by reference on page 95 GOV−1 − The role of the administrative, management and supervisory bodies 47 Partially answered by reference on pages 107, 111-113 GOV−2 − Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies 48 Partially answered by reference on pages 55, 62, 70-71, 77, 82, 85 GOV−3 − Integration of sustainability−related performance in incentive schemes 48 Partially answered by reference on pages 107 GOV−4 − Statement on due diligence 49 GOV−5 − Risk management and internal controls over sustainability reporting 49 Partially answered by reference on pages 97-103 SBM−1 − Strategy, business model and value chain 49 SBM−2 − Interests and views of stakeholders 50 SBM−2 : S1 − Interests and views of stakeholders − Own workforce 50 SBM−2 : S2 − Interests and views of stakeholders − Workers in the value chain 50 SBM−2 : S3 − Interests and views of stakeholders − Affected communities 50 SBM−2 : S4 − Interests and views of stakeholders − Consumers and end−users 50 SBM−3 − Material impacts, risks and opportunities and their interaction with strategy and business model 50 Additional information regarding SBM-3 under each topical standard on pages 56, 63, 72, 77-78, 82, 86 IRO−1 − Description of the process to identify and assess material impacts, risks and opportunities 52 IRO−2 − Disclosure Requirements in ESRS covered by the undertaking’s sustainability statement 52 ESRS E1 − Climate change 2 GOV−3 : E1 − Integration of sustainability−related performance in incentive schemes 56 2 IRO−1 : E1 − Description of the processes to identify and assess material climate−related impacts, risks and opportunities 56 A table of E1 IROs can be found on 55 2 SBM−3 : E1 − Material impacts, risks and opportunities and their interaction with strategy and business model 56 E1−1 − Transition plan for climate change mitigation 57 E1−2 − Policies related to climate change mitigation and adaptation 58 Additional information in the policy matrix on page 53 E1−3 − Actions and resources in relation to climate change policies 58 E1−4 − Targets related to climate change mitigation and adaptation 59 E1−5 − Energy consumption and mix 59 E1−6 − Gross Scopes 1, 2, 3 and Total GHG emissions 60 Partially answered by reference on pages 72, 98 E1−9 − Anticipated financial effects from material physical and transition risks and potential climate−related opportunities 61 ESRS index In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 89 Annual & Sustainability Report 2025

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— Disclosure Requirement Page number Additional information ESRS E5 − Resource use and circular economy 2 IRO−1 : E5 − Description of the processes to identify and assess material resource use and circular economy−related impacts, risks and opportunities 63 2 SBM−3 : E5 − Material impacts, risks and opportunities and their interaction with strategy and business model 63 A table of E5 IROs can be found on page 62 E5−1 − Policies related to resource use and circular economy 63 Additional information in the policy matrix on page 53 E5−2 − Actions and resources related to resource use and circular economy 64 E5−3 − Targets related to resource use and circular economy 64 E5−4 − Resource inflows 64 E5−5 − Resource outflows 64 ESRS S1 − Own workforce 2 SBM−3 : S1 − Material impacts, risks and opportunities and their interaction with strategy and business model 72 A table of S1 IROs can be found on page 70 S1−1 − Policies related to own workforce 73 Additional information in the policy matrix on page 53 S1−2 − Processes for engaging with own workforce and workers’ representatives about impacts 73 S1−3 − Processes to remediate negative impacts and channels for own workforce to raise concerns 74 S1−4 − Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions 74 S1−5 − Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 75 S1−6 − Characteristics of the undertaking’s employees 76 S1−8 − Collective bargaining coverage and social dialogue 76 S1−9 − Diversity metrics 76 S1−14 − Health and safety metrics 76 S1−16 − Remuneration metrics (pay gap and total remuneration) 76 ESRS S2 − Workers in the value chain 2 SBM−3 : S2 − Material impacts, risks and opportunities and their interaction with strategy and business model 77 S2−1 − Policies related to value chain workers 78 Additional information in the policy matrix on page 53 S2−2 − Processes for engaging with value chain workers about impacts 79 S2−3 − Processes to remediate negative impacts and channels for value chain workers to raise concerns 79 S2−4 − Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those actions 80 S2−5 − Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 80 ESRS S4 − Consumers and end−users 2 SBM−3 : S4 − Material impacts, risks and opportunities and their interaction with strategy and business model 82 S4−1 − Policies related to consumers and end−users 83 Additional information in the policy matrix on page 53 S4−2 − Processes for engaging with consumers and end−users about impacts 83 S4−3 − Processes to remediate negative impacts and channels for consumers and end−users to raise concerns 83 S4−4 − Taking action on material impacts on consumers and end−users, and approaches to managing material risks and pursuing material opportunities related to consumers and end− users, and effectiveness of those actions 83 S4−5 − Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 83 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 90 Annual & Sustainability Report 2025

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— List of datapoints in cross-cutting and topical standards that derive from other EU legislation This appendix is an integral part of the ESRS 2. The table below illustrates the datapoints in ESRS 2 and topical ESRS that derive from other EU legislation. Disclosure Requirement and related datapoint SFDR1) reference Pillar 32) reference Benchmark Regulation3) reference EU Climate Law4) reference Page number ESRS 2 GOV–1 Board's gender diversity paragraph 21 (d) Indicator number 13 Table #1 of Annex 1 Commission Delegated Regulation (EU) 2020/18165), Annex II 47 ESRS 2 GOV–1 Percentage of board members who are independent paragraph 21 (e) Delegated Regulation (EU) 2020/1816, Annex II 47 ESRS 2 GOV–4 Statement on due diligence paragraph 30 Indicator number 10 Table #3 of Annex 1 49 ESRS E1–1 Transition plan to reach climate neutrality by 2050 paragraph 14 Regulation (EU) 2021/1119, Article 2(1) 57–58 ESRS E1–1 Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g) Article 449a Regulation (EU) No 575/2013; Commis- sion 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 57–58 ESRS E1-4 GHG emission reduction targets paragraph 34 Indicator number 4 Table #2 of Annex 1 Article 449a Regulation (EU) No 575/2013; Commis- sion Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics Delegated Regulation (EU) 2020/1818, Article 6 59 ESRS E1-5 Energy consumption from fossil sources disaggregate by sources (only high climate impact sectors) paragraph 38 Indicator number 5 Table #1 and Indicator n. 5 Table #2 of Annex 1 59 ESRS E1-5 Energy consumption and mix paragraph 37 Indicator number 5 Table #1 of Annex 1 59 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 59 1) 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) 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) Regulation (EU) 2016/101 1 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) Regulation (EU) 2021/1 1 19 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). 5) Commission Delegated Regulation (EU) 2020/1816 of 17 July 2020 supplementing Regulation (EU) 2016/101 1 of the European Parliament and of the Council as regards the explanation in the benchmark statement of how environmental, social and governance factors are reflected in each benchmark provided and published (OJ L 406, 3.12.2020, p. 1). In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 92 Annual & Sustainability Report 2025

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— Disclosure Requirement and related datapoint SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Page number 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) 60 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) 60 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 61 ESRS 2– IRO 1 – E4 paragraph 16 (a) i Indicator number 7 Table #1 of Annex 1 56 ESRS 2– IRO 1 – E4 paragraph 16 (b) Indicator number 10 Table #2 of Annex 1 55 ESRS 2– IRO 1 – E4 paragraph 16 (c) Indicator number 14 Table #2 of Annex 1 55 ESRS E5–5 Non-recycled waste paragraph 37 (d) Indicator number 13 Table #2 of Annex 1 64 ESRS E5–5 Hazardous waste and radioactive waste paragraph 39 Indicator number 9 Table #1 of Annex 1 64 ESRS 2– SBM3 – S1 Risk of incidents of forced labour paragraph 14 (f) Indicator number 13 Table #3 of Annex I 72 ESRS 2– SBM3 – S1 Risk of incidents of child labour paragraph 14 (g) Indicator number 12 Table #3 of Annex I 72 ESRS S1–1 Human rights policy commitments paragraph 20 Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex I 53, 73 ESRS S1–1 Due diligence policies on issues addressed by the fundamental Interna - tional Labor Organisation Conventions 1 to 8, paragraph 21 Delegated Regulation (EU) 2020/1816, Annex II 53, 73 ESRS S1–1 processes and measures for preventing trafficking in human beings paragraph 22 Indicator number 11 Table #3 of Annex I 74–75 ESRS S1–1 workplace accident prevention policy or management system paragraph 23 Indicator number 1 Table #3 of Annex I 73 ESRS S1–3 grievance/complaints handling mechanisms paragraph 32 (c) Indicator number 5 Table #3 of Annex I 74 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 76 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 93 Annual & Sustainability Report 2025

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— Disclosure Requirement and related datapoint SFDR reference Pillar 3 reference Benchmark Regulation reference EU Climate Law reference Page number ESRS S1–14 Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e) Indicator number 3 Table #3 of Annex I 76 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 76 ESRS S1–16 Excessive CEO pay ratio paragraph 97 (b) Indicator number 8 Table #3 of Annex I 76 ESRS S1–17 Incidents of discrimination paragraph 103 (a) Indicator number 7 Table #3 of Annex I N/A ESRS S1–17 Non-respect of UNGPs on Business and Human Rights and OECD 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) N/A 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 77–78 ESRS S2–1 Human rights policy commitments paragraph 17 Indicator number 9 Table #3 and Indicator n. 11 Table #1 of Annex 1 53, 78–79 ESRS S2–1 Policies related to value chain workers paragraph 18 Indicator number 11 and n. 4 Table #3 of Annex 1 53, 78–79 ESRS S2–1 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines aragraph 19 Indicator number 10 Table #1 of Annex 1 Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) N/A ESRS S2–1 Due diligence policies on issues addressed by the fundamental Interna - tional Labor Organisation Conventions 1 to 8, paragraph 19 53, 80 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 N/A 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 53, 83 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) N/A ESRS S4–4 Human rights issues and incidents paragraph 35 Indicator number 14 Table #3 of Annex 1 N/A ESRS G1–1 United Nations Convention against Corruption paragraph 10 (b) Indicator number 15 Table #3 of Annex 1 86 ESRS G1–1 Protection of whistle- blowers paragraph 10 (d) Indicator number 6 Table #3 of Annex 1 86 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) 87 ESRS G1–4 Standards of anti- corruption and anti- bribery paragraph 24 (b) Indicator number 16 Table #3 of Annex 1 87 In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 94 Annual & Sustainability Report 2025

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— MDR-M Compliance: Metric Methodologies, Estimations and Uncertainties To comply with the requirements of MDR-M, Alimak Group has prepared the table below summarising all reported metrics that may require further explanation of the methodologies used. This includes clarifications on whether value-chain estimation methods were applied and identification of metrics that carry a higher degree of measurement uncertainty. The Group deter- mined that adding metrics beyond those included would risk obscuring key information without providing meaningful addi- tional value to readers. Finally, none of the KPIs presented in this table have been validated by any external party. MDR-M Methodologies and significant assumptions behind the metric, including the limitations of the methodologies used; ESRS metrics for which upstream and (or) down- stream value chain estimation has been used ESRS metrics disclosed that are subject to high level of measurement uncertainty Renewable energy: Bio fuels [MWh] Information on fuel consumption and business travel is collected using a tiered approach that prioritises the highest-quality data available. Our first preference is direct emissions information reported by our suppliers. When this is not available, we rely on recorded fuel use associated with each trip. If neither source can be obtained, we estimate fuel consump - tion based on the distance traveled. No No Fossil energy: Oil and petroleum products [MWh] No no Gross Scope 3 GHG emissions in metric tonnes of CO2eq – business travel For air travel, when direct emissions data from our flight providers is unavailable, we estimate emissions using value-chain emission factors from the ecoinvent database. The quality of this emissions factor is considered high; however, actual aircraft emissions can vary significantly depending on aircraft type, size, load factor, and flight distance. Same source of uncertainty as the vaue chain estimation. Gross Scope 3 GHG emissions in metric tonnes of CO2eq – commuting Employee commuting emissions are estimated using assumptions about the average number of vehicles used, typical commuting distances, and the average number of working days per year. Low-emission modes of transport, such as walking, cycling, public transportation, or similar alternatives—are excluded from the calculation No Since the Group does not track the exact way employees commute each day, some inaccuracy in the commut- ing-emissions estimate is unavoidable. However, the Group does not intend to refine this estimate further, as doing so would be complex and could be viewed as an unnecessary intrusion into employee privacy. The current estimation method is considered sufficient to provide a balanced and reasonable representation of commuting-related emissions. Scope 1 total [t CO2e] Total Scope 1 emissions partially rely on the same assump - tions applied to fuel-consumption data, and therefore carry similar uncertainties related to data availability, estimation methods, and variability in actual fuel use. No No Scope 2 location based [t CO2e] The Group aims to collect both location -based and mar- ket-based emissions data from all sites. To measure our progress, we use market-based emission factors provided by our energy suppliers. The Group applies market-based emission factors wherever possible; however, when such data cannot be obtained, we use location -based electricity emission factors as a substitute. All location-based factors are sourced from EMBER to maintain consistent and reliable reporting, the data is considered accurate. No Scope 2 market based [t CO2e] No No In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 95 Annual & Sustainability Report 2025

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— MDR-M Methodologies and significant assumptions behind the metric, including the limitations of the methodologies used; ESRS metrics for which upstream and (or) down- stream value chain estimation has been used ESRS metrics disclosed that are subject to high level of measurement uncertainty Gross Scope 3 GHG emissions in metric tonnes of CO2eq – Purchased goods and services For these Scope 3 categories, we apply an activity -based approach. This methodology uses life -cycle assessment data for all major product categories across the Group, combined with sales volumes, to build an accurate Scope 3 GHG inventory focused on the categories that contribute most significantly to the Group’s total value -chain emissions. Almost all emission factors are sourced from ecoinvent and are considered sufficiently high -quality for the majority of our product lifecycle assessments. However, the Group is actively working to obtain direct supplier-specific data for critical materials such as steel, wrought aluminium, textiles, and concrete to further improve the accuracy of our emissions reporting. The main source of inaccuracy in our upstream value-chain emissions arises from the indirect data sources used in our estimations. Another source of uncertainty is that we rely on standard product profiles combined with sales data, meaning we do not account for specific customer configurations. While this may introduce some variation, its impact is considered smaller than the uncertainty associated with non–suppli - er-specific material emissions data. To reduce these uncertainties over time, the Group plans to increase the collection of real, supplier-specific data for the most critical materials. Gross Scope 3 GHG emissions in metric tonnes of CO2eq – Use of sold products Gross Scope 3 GHG emissions in metric tonnes of CO2eq – Maintenance of sold products Gross Scope 3 GHG emissions in metric tonnes of CO2eq – End-of-life treatment of sold products Gross Scope 3 GHG emissions in metric tonnes of CO2eq – Upstream transportation and distribution Gross Scope 3 GHG emissions in metric tonnes of CO2eq – Downstream transportation Percentage of suppliers with Low risk (%)1) Supplier risk levels are assessed using Alimak Group’s ESG Supplier Rating, which integrates externally sourced country risk indices with data from a supplier self assessment questionnaire. The model applies predefined weightings and thresholds while also recognising the inherent limitations of data quality, supplier self-reporting, and the simplifications required in standardised risk scoring frameworks. No No Percentage of suppliers with Medium risk (%)1) Percentage of suppliers with High risk (%)1) Percentage of suppliers with Extreme risk (%) 1) Number of approved audits Supplier audit outcomes are determined through a structured due diligence methodology comprising document review, remote or on-site assessment and ESG compliance evaluation, based on the accuracy of supplier provided information and standardised audit criteria, while recognis - ing inherent limitations such as data availability, variable supplier cooperation, and the point in time nature of audit observations. No No Number of conditionally approved audits Number of suppliers terminated audits Number of convictions for violation of anti-corruption and anti-bribery laws The local Managing Director of each subsidiary answers these questions. We thereafter compile the information received. A second source of information that is used is the cases received during the year through the whistleblower channel. No No Number amount of fines for violation of anti-corruption and anti-bribery laws Number of confirmed incidents of corruption or bribery Number of confirmed incidents in which own workers were dismissed or disciplined for corruption or bribery-related incidents Number of confirmed incidents relating to contracts with business partners that were terminated or not renewed due to violations related to corruption or bribery In brief Strategy & targets Divisions Financials & governance Board of Directors’ Report Sustainability statement Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Board of Directors’ report 96 Annual & Sustainability Report 2025

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Alimak Group monitors and manages risks in its opera- tions. Risk is defined as uncertainty, whether positive or negative, which might affect the outcome of an activity. By managing risks, Alimak Group aims to identify and control the exposure to risks that may have an impact on the achievement of the organisation’s business objec- tives. The risk management process at Alimak Group starts with the identification of risks affecting the Group. These risks are assessed and scored in terms of likelihood and financial impact. This first assessment is done by the divi- sions and Group functions. Later, a prioritisation process is performed by the Group Leadership Team to determine which risks take focus. Mitigation actions are established, and risks are reassessed to land on a risk score target. Owners and timelines for mitigation actions are agreed upon. Mitigation actions are implemented, and the risks continue to be monitored as needed. The risks are divided into strategic, operational and financial risks. The Group is also exposed to risks in the sustainability area, for example risks concerning health & safety, respect for human rights, bribery and corruption, as well as environmental issues such as climate change. The sustainability risks are included among the opera- tional risks. The risk management process is supported by a frame- work involving a yearly risk assessment process, Group policies, external audit, self-assessment exercises, a whistle blowing system, internal control, and by a strategic composition of the boards in the subsidiaries. The Group’s CEO and CFO present regular risk updates to the Audit Committee and the Board. The Board has ulti- mate responsibility for ensuring that there is an appropri- ate and efficient risk management process in place. The following pages give an overview of relevant risk areas and how they are managed by Alimak Group. Risks and risk management Risk management process Identify Mitigation Re-assessment and Risk Scoring T arget Assess and Risk Scoring (prioritisation) Implementation Monitoring Review of existing risks and identification of new ones Mitigating activities for high score risks along with owners and implementation timelines Prioritisation based on likelihood and financial impact Implementation of mitigation actions Follow up on risks and implemented mitigation actions Determining new risk score target after mitigation actions are in place In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Risks and risk management 97 Annual & Sustainability Report 2025

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STRATEGIC RISKS Key risk What do we mean? Alimak Group’s response Market and economy General economic conditions, the geopolitical situation and the global financial markets impact the global economy and consequently also the demand for Alimak Group’s products, solutions and services. The Group’s ability to generate profits may be affected by a downturn in the general economy or in a specific country, region or industry. Geopolitical instability in several regions, including the United States (notably tariffs) as well as Ukraine, Russia, and Middle East, continued to challenge the global economy and affected Alimak Group during 2025. Performance wise, adverse currency movements negatively affected order intake, revenue and results. United States tariffs constrained demand, the global construction market remained subdued, and the Wind division faced short-term pressure in the United States due to the administration’s negative stance on wind energy. Alimak Group’s broad geographical footprint and flexible sourcing helped mitigate operational risks. Targeted pricing actions and strong cost control were implemented, while the decentralised structure enabled rapid adaptation to local market conditions. Disciplined capital allocation and robust cash flow ensured leverage remained comfortably below the Group’s target. The Group sells in more than 120 countries and operates through subsidiaries in 28 countries, with remaining markets served by distribu - tors. This structure provides diversification. Demand for the Group’s products and services depends on end markets such as construction, ports and shipyards, energy and cement, wind power, and oil and gas. These markets are influenced by the broader economic environment. Therefore, the Group continues to closely monitor geopolitical and economic developments to guarantee responsiveness. Competition The Group faces direct competition in all product lines, price categories and geographical markets. The Group primarily competes with regional and local competitors in all its divisions. Any changes to the structure of the Group’s current competitors, the emergence of new competitors, or the emergence of disruptive new technologies may result in a reduction in the Group’s sales, market share and revenue. The Group competes based on safety, quality, sustainability, price, total cost of ownership, brand recognition, customer service, punctual delivery and product portfolio. The Group’s competitive edge is dependent on the introduction of new products, solutions and service offerings, improved functionality and quality, as well as good cost control in production. As part of the New Heights strategy 2026−2030, the Group has a strong focus on new technologies. It is the responsibility of the division EVPs and the product managers in close co-operation with the sales teams around the world, to monitor the competitors and to ensure that the Group does not become too dependent on a few major customers. In 2025, several divisions allocated resources, including dedicated roles focused primarily on emerging technologies. The Group also operates a digital and AI innovation hub that actively monitors and experiments with new technological advancements. As part of broader initiatives to maintain competitiveness, the Group has invested in and is collaborating with Skyline Robotics. Strategy development and execution The Group’s strategy is subject to review on a yearly basis. There is always a risk of not having reliable financial forecasts and enough insight into current market trends and threats to support the develop - ment of the strategy. Another risk in this area relates to the strategy execution and not being able to successfully implement the strategy. The Group’s strategy is developed jointly by the Group Leadership Team and the Board. The process is coordinated by the Chief Strategy Officer. The Division EVPs are responsible for driving the development of their respective division strategies. They are also responsible for strategy implementation and that the progress is monitored in the monthly business reviews. To strengthen its position and competitiveness, the Group routinely evaluates, and periodically implements, various initiatives to reduce costs, structural measures and reorganisation projects to strengthen its position and competitiveness. In October 2020, a profitable growth programme called New Heights was launched. The programme has three phases: establish the base, secure margin improvements and profitable growth. The Group completed all three phases in 2025. As a next step, the Group has launched New Heights 2.0, the next level of the strategy which includes two phases: new strategies by division and accelerating profitable growth. This next level runs until 2030. Brand and reputation One important competitive advantage of the Group is its trademarks, which are associated with safety, reliability and quality. All real or perceived problems with products, operations or regulatory compli - ance in areas such as the Market Abuse Regulation (“MAR”) and anti-corruption may result in damage to the Group’s reputation. Operational and product safety are of great importance to the Group and more information is provided below under Health & Safety and Product Safety. The Group’s Insider policy, Communication policy and the Code of Conduct provide guidance both internally and to the Group’s business partners on ethical and compliance matters relating to the Group’s business operations. M&A The Group’s acquisition strategy focuses on a number of important drivers, including selectively broadening the existing product and service portfolio, expanding the geographical presence, building the digitalisation offering, and positioning the Group for entry into profitable niches in vertical access solutions. Growth through acquisitions is risky by nature due to the difficulties in evaluating the business that is going to be acquired and realising synergies in the integration phase. Goodwill stemming from acquisi - tions is impairment tested on an annual basis, and if the carrying amounts are not deemed to be justified in such tests, it can result in a write-down affecting the Group’s result. Acquisitions are co-ordinated by the Chief Strategy Officer, and external expertise is brought in for legal, tax, financial, and environmental assessments when necessary. Acquisition projects are evaluated and carried out according to a defined M&A process consisting of pre-evaluation, due diligence, and integration planning and execution. The evaluation process also includes a target and business case review with the CEO, CFO, and division EVP. Targets are evaluated from several perspectives, both strategic and financial, and the Group is selective and places importance on areas such as growth opportunity, margin level, leverage, and return on capital employed. During 2025, several target assessments were conducted, resulting in two minor acquisitions. Both targets have since been successfully integrated into the Group. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Risks and risk management 98 Annual & Sustainability Report 2025

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STRATEGIC RISKS cont. Key risk What does this mean? Alimak Group’s response Statutory requirements and standards In its capacity as an industrial company with operations in several jurisdictions, the Group is subject to international, national, and local laws and regulations, such as, but not limited to, laws and regulations on labour and employment, health, safety and the environment, exports, anti-corruption, trade, competition and human rights. Failure to adopt and implement suitable internal policies to ensure compliance with laws may result in civil or even criminal sanctions and cause damage to the Group’s reputation. The managing director or so-called "legal representative" according to the Group's internal Corporate Governance Policy, of each legal entity in the Group is responsible for ensuring that local laws and regulations are followed. All major production and assembly sites and some sales & service sites are certified according to ISO 14001 and ISO 9001. Several locations are also certified according to ISO 45001. The Group has active representation in relevant committees for development of new technical standards enabling the Group to monitor the development in this area. During 2025 the Group continued to implement measures to stay compliant with the sanctions and rules adopted by the EU and others because of the global geopolitical situation. The Group has established an internal team of experts to work with the Corporate Sustainability Reporting Directive (“CSRD”). Significant progress has been made during the past two years and Alimak Group’s sustainability section in the 2025 annual report has been prepared based on ESRS (the European Sustainability Reporting Standards). OPERATIONAL RISKS, INCLUDING SUSTAINABILITY RISKS Key risk What does this mean? Alimak Group’s response Sales channels and price management Inefficient pricing strategies may result in margin erosion. Sudden cost increases resulting from for example increases in commodity and component prices or changes in customs and trade tariffs may have a negative impact on the financial performance. The EVPs of the divisions are responsible for price management in their respective businesses. The Group strives to include price adjust - ment mechanisms in agreements with customers. In addition, the Group performs regular reviews and updates of selling price lists. In complex projects where the negotiation period is long, offered prices are time limited and the prices stated in the quotations are adjusted when needed. The sourcing functions are responsible for supplier selection. As part of this responsibility, a close dialogue with sales departments is maintained to ensure that price increases from suppliers are reflected in the sales process. The financial reporting is structured so that it enables close monitoring of the development of margins in different regions and markets so that appropriate actions can be implemented if there is a negative margin trend in a certain market. Production and Supply Chain Management Alimak Group has 26 production and assembly facilities in 15 countries. Production disruptions may occur due to events such as a fire, extreme weather, epidemic outbreak and strikes resulting from labour disputes. Production disruptions may also occur as a result of problems in the supply chain, such as a business interruption at an important supplier. The sourcing functions are responsible for supplier selection and management. This function also emphasises risk mitigation across procurement, logistics, and warehousing. For example, best practices have been identified and shared throughout the Group. Furthermore, efforts have been directed towards realising synergies within sourcing. The unstable geopolitical situation has resulted in disturbances in the supply chain, price increases for certain materials and for freight. In 2025, the situation became more stable with improved delivery performance and less price volatility. Risk assessments are made from a business contingency perspective, and appropriate initiatives are launched based on the risk assess - ment. Examples of initiatives in the area of Supply Chain Management are to ensure multiple sourcing channels for critical parts and to work together with R&D to update the design of certain products to avoid components and materials that are difficult to source. Local contingency planning exists at the Group's main production sites. The Group has insurance coverage for business interruptions. Contracting practices The Group faces a risk that contracts with customers, distributors and suppliers are not negotiated, reviewed and authorised in accordance with existing internal policies resulting in an exposure to for example liability claims and too far-reaching commitments. All agreements with third party sales channels, such as distributors and sales representatives, are handled according to a structured process based on agreement templates. The Sales and Contract Policy and the Authorisation Policy set out instructions for the organisation regarding minimum trading terms and escalation paths. They also provide practical tools to support contract reviews. Given the differences in business nature, some policies and guidelines are tailored specific to individual Divisions, which further strengthens Group governance. These policies are reviewed and updated periodically, or whenever necessary, to ensure they remain current and effective. Development of new customer offerings The risk of not being able to launch new products and service offerings in line with customer expectations or that the Group does not manage to capture the benefits of digitalisation and sustainability. Since 2020, the Group has advanced its digital capabilities through a dedicated hub, connecting more machines for improved control and utilisation. In 2022, the Group acquired 45% of Service Protocol, a web-based tool that digitalises service work and supports machine learning. In 2023, the Group launched My Alimak, a customer portal providing access to technical documents, service reports and operational data. Awarded Best Digital Solution by IAPA 2023, it was enhanced in 2024 with features like interactive installation guides and digital inspection logs. In December 2024, Alimak Group invested in Skyline Robotics to develop integrated robotic building maintenance, reinforcing its commit - ment to innovative customer solutions. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Risks and risk management 99 Annual & Sustainability Report 2025

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OPERATIONAL RISKS, INCLUDING SUSTAINABILITY RISKS cont. Key risk What does this mean? Alimak Group’s response Intangible assets Failure in capturing, enhancing, and protecting the Group’s intellectual property rights, e.g. know-how, product innovations and trademarks, may result in unwanted competition and a loss in revenue. The Group uses a combination of trademarks, patents and licences to protect its intellectual property rights. Although the Group is not dependent on any major patents or licences for its business, the Group believes that its brands, particularly Alimak, Avanti, CoxGomyl, Manntech, Scanclimber and Tractel, play an important role in the marketing of the Group’s products and the maintenance of its competitive advantages. Trademark registrations as well as infringements are handled centrally with appointed representatives from each division. Patents are handled by the Group CTO together with product managers from the divisions. External advisors have been appointed to provide assis - tance on a regular basis in these matters. Cyber security and Information Security Unauthorised access to the Group’s IT systems may result in loss of sensitive data and business interruptions. As our customer offerings become more digital and connected, the amount of data increases and thereby also the risk in this area. IT Infrastructure and security is the responsibility of the CIO function. All hardware for infrastructure is controlled by the CIO function and this function also handles user account creation and removal, system access and rights management and security controls. In 2025, the Group adopted the NIST Cybersecurity Framework 2.0 in an effort to demonstrate its commitment to industry standards and to build customer trust through proven, risk-based security practices. Based on penetration test results, several corrective measures were implemented on internal networks. In addition, the IT organisation has implemented further controls on local workstations, mobile devices, and user accounts to harden security with continued measures being implemented to counter the many dynamic cyber threats and educate our workforce. Threat detection is in place at all sites in combination with EDR tools to catch threats before they become an issue. Central management of all connection points allows for greater visibility across the Group and allows for proactive handling of issues, often before they become a problem. An e-learning course on malicious e-mails is available for all employees. The CIO function distributes examples of malicious e-mails to the employees on a regular basis as part of an ongoing training programme to educate employees on cyber security risks and best practices for dealing with situations they may encounter in their day-to-day office activity. The security questions within this training programme show a 31% higher performance rating in an industry comparison with other manufacturing companies. As part of the training programme, phishing tests are regularly conducted internally which resulted in a positive performance overall with continuous improvement on subsequent internal phishing tests. Employees The workforce constitutes the company's most critical asset, essential for achieving the strategic objectives. Maintaining access to skilled and motivated employees is important. During 2025, the Global People & Culture function continued to focus its efforts on promoting engagement and forging an inclusive corporate culture. During the year, the recognition initiative was continued globally, the so-called 'Years of Service Awards' programme which recognises the employees for their long and dedicated service time. During 2025, many countries and sites have built further on the employee recognition theme, creating local programmes, champion awards and competitions to further increase motivation and retention. The Group continued the use of its global employee survey, 'The Voice'. All 3,000 employees were invited to respond two times, with the aim of gaining insight into how employees view the Group as a workplace. The survey measured engagement based on individual, team-based and organisational driving forces. The real time nature of The Voice enabled leaders to build action plans together with their teams, for business improvements and improved engagement. To measure engagement, the survey uses the Net Promoter Score which consistently improved each of the two 2025 survey rounds. High focus continued on maintaining a diverse and non-discriminatory workplace. Each entity within Alimak Group continued to work on ensuring equal employment opportunities for all qualified individuals, without distinction or discrimination due to race, religion, skin colour, sex, national origin, disability, age or any other status protected under applicable laws. All new employees completed the global Code of Conduct training during 2024, a programme originally introduced to all staff in 2023. All employees undergo frequent performance reviews, where among other things, development plans are set. During 2025 the Group continued to improve processes and ways of working to support leaders in their responsibilities relating to the employee cycle, for example exit interviews and onboarding training for all new managers. Lastly, during 2024 the Group took an important step in increasing data security and efficiency in workforce management by implementing a global HR information system. In 2025, the Group continued to enhance and further develop this system to strengthen functionality and support global workforce processes. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Risks and risk management 100 Annual & Sustainability Report 2025

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SUSTAINABILITY RISKS Key risk What does this mean? Alimak Group’s response Corruption and fraud Risk of corruption and bribery exists in many countries where Alimak Group operates and it is therefore of great importance to ensure that employees as well as distributors and consultants understand the Group’s Code of Conduct and act in accordance with it. The Group’s Code of Conduct is based on the ten principles of the UN Global Compact and covers the areas human rights, labour, environ- ment and anti-corruption. The Group offers online Code of Conduct training in multiple languages, and the CEO of each legal entity within Alimak Group is responsi - ble for ensuring that all employees have received proper training in the Code. The Group’s Code of Conduct is included in all agreements with distributors and sales representatives. In 2024, the Group introduced anti-bribery training in the form of dilemma discussions. Employees working in sourcing, sales and manage - ment roles regularly complete this training. Alimak Group has a whistleblower channel in place enabling anonymous reporting on any deviations from the Code of Conduct. The WhistleB channel is promoted both internally and externally (information is for example clearly displayed on both the intranet and the external web pages) and anyone can create a report in the WhistleB channel. Health and Safety The lack of robust planning and risk management is often the cause of incidents and accidents that lead to personal harm, ill health and property damage in the workplace. This in turn can result in loss of productivity and damage to brand reputation. All production and assembly facilities and some of the sales entities are certified in accordance with ISO 45001. The global employee survey, the Voice, gives insights into how the employees view Alimak Group as a workplace. Based on the survey result, workshops are conducted to go through the outcome and agree on appropriate activities in the identified improvement areas. Every legal entity has a designated person in charge of performing health and safety risk assessments and there is a programme of risk assessment awareness activities, to promote a safe work environment and to prevent accidents from happening. To identify improvement measures, preventive safety procedures have been introduced at all relevant units, such as safety walks and safety observation reporting. The adoption of CSRD reporting requirements in 2024 has led to an increase in the number of leading indicator data that the Group is collecting and analysing monthly. This data is used to measure the proactive health & safety performance of the Group and enables continuous improvement. Environmental and climate The laws and regulations in the environmental area are complex and change over time. Non-compliance may result in damage to the environment as well as penalties. Regulations and requirements, both from legislators and customers, related to CO2e emissions are gradually increasing. Climate-related events, e.g. storms and floodings, can disrupt our own operations or impact the supply chain. All production and assembly facilities are certified in accordance with the ISO 14001 standard to ensure proper environmental management. The Group has set a target to reduce its carbon footprint across the value chain by 30% until 2025 (compared to the base year 2019). The Group has committed to the Science Based Targets initiative (SBTi). SBTi requires an extensive mapping of the Group’s full life cycle emissions, and the Group has therefore continued to systematically work with Life Cycle Assessments (LCAs). All major product categories have now been mapped with life cycle assessments and we are finalising the data for submissions to SBTi in early 2026. The LCAs provide guidance for our sustainability efforts. There are many ongoing initiatives aiming at reducing the environmental impact of our operations in areas such as sustainable procurement, product development, waste management and energy efficiency. In 2025, an analysis of physical climate risks was carried out. The analysis indicates a limited impact on the Group’s operations. Any specific measures that may need to be implemented are currently under review. Human rights The Group operates in many countries and in some of them there is a high risk of human rights abuse such as poor working conditions and limitations of the freedom of association. Risks to the Group's reputation may arise from relationships with business partners who do not comply with internationally accepted human rights standards. Alimak Group’s Code of Conduct outlines the Group’s commitment to treat all employees in a fair and equal manner. The Company expects its business partners, such as distributors and suppliers, to do the same The Group’s whistleblower channel enables anonymous reporting, and it may be used by anyone to report concerns relating to violations of the Code of Conduct. The employee survey also provides an opportunity for employees to give feedback on how well the Group fulfils its commitment on fair and equal employment opportunities. Alimak Group integrates sustainability into its supply chain by assessing new direct material suppliers as well as existing suppliers representing 80% of the Group’s annual direct material spend. They are required to complete an Environmental, Social and Governance (ESG) self-assessment questionnaire via the web-based platform Worldfavor. The responses serve as the basis for supplier risk assess - ments, where high- or extreme- risk suppliers will undergo audits. In 2025, we achieved a significant improvement in supplier engagement: 522 suppliers (90% of the 580 identified as in scope) fully com - pleted the self-assessment questionnaire, compared to 77% in 2024. Additionally, 63 high-risk supplier audits have been conducted. All agreements with distributors contain the Group’s Code of Conduct. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Risks and risk management 101 Annual & Sustainability Report 2025

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SUSTAINABILITY RISKS cont. Key risk What does this mean? Alimak Group’s response Product safety Alimak Group contributes to a safer and more reliable work environ- ment for people working at heights in the construction and industrial sectors by offering its vertical access solutions. If the products do not function properly, they may cause severe bodily injuries which in turn may damage the reputation of the Company. The Group has active representation in relevant committees for development of new technical standards for products and solutions. Product and system testing is included in the R&D project model. Preventive safety measures are built into many products based on design standards, risk assessments and market feedback. Several ongoing development projects relating to digital solutions and tools intended to make it easier to use our products in a proper and safe way and to improve our communication channels with customers. Examples of such solutions are: • Digital customer portals, e.g. My Alimak and My Avanti • Digital logs for daily inspections • 3D visualisation of the Group’s machines • Interactive installation guides • Our gallery of BIM models • Alicalc, an online solution making it easy for customers to calculate the mechanical forces of our construction machines on the ground and in the buildings • Continuous work on improved product documentation and online manuals An in-house team of resources is responsible for developing relevant training material and e-learning tools to ensure safe and proper handling of the machines during installation, use, and maintenance. The training is provided both internally and externally. The Group has also initiated discussion forums and opened channels for dialogue with industry partners. The ambition is to establish a new safety standard by fostering partnerships between various stakeholders, systems, and components. Together, we can create solutions that make it easy to do the right thing – for example, systems that prevent machine operation unless a certified technician has completed the required inspections. FINANCIAL RISKS Key risk What does this mean? Alimak Group’s response Currency risk As a result of the Group’s global operations, Alimak Group is exposed to currency risk which impacts the income statement, balance sheet and cash flow. Over time, exchange rate fluctuations also affect the Group’s long-term competitiveness and therefore its earning capacity. The foreign currency exposure arises primarily when purchases and sales are made in the entity's non-functional currency (transaction risk) and, also when the income statements and balance sheets of foreign subsidiaries are translated to SEK (translation risk). Since a large part of production is concentrated to a few countries, while sales occur in many countries, the Group is exposed to a net inflow of foreign currencies. The currencies with the largest currency exposure impact are USD, GBP, and AUD resulting from the significant business activities in these currencies. It is the responsibility of the Group’s Treasury function to monitor the Group’s financial risks and ensure that there are mitigation actions in place in accordance with the guidelines approved by the Board of Directors in the Group’s Financial Policy. The exposures are concentrated to countries where the production is located, by invoicing the sales companies in their respective reporting currency. However, in several markets and for several products, it is the sales companies who bear the FX exposures. Nevertheless, the Group’s hedging strategy caters for both setups. Alimak Group’s objective when managing foreign currency risks is to reduce the short-term fluctuations in the income statement and to increase the predictability of the financial results. This is done by hedging the net commercial flows by entering into foreign currency forward contracts and foreign currency swaps. The exposures are hedged at the time of a binding order to safeguard the gross margin and the investment budget. Translation risk such as foreign currency risks related to sales and cost incurred in foreign entities converted to SEK is not hedged. Alimak Group does not enter into any speculative transactions. Interest rate risk The risk that the Group’s net profit is affected by changes in interest rates levels. This risk arises primarily to cash flow from interest-bearing short-term investments in cash and cash equivalents as well as from outstanding interest-bearing debt with floating interest. Alimak Group’s borrowings are entered into at variable interest rates and interest payments are generally made quarterly. It is the responsibility of the Group’s Treasury function to manage and monitor the interest rate risk in accordance with the guidelines in the Group’s Financial Policy. Alimak Group does not currently hedge interest rate risk but instead manages the duration of interest terms on interest-bearing assets and liabilities. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Risks and risk management 102 Annual & Sustainability Report 2025

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FINANCIAL RISK cont. Key risk What does this mean? Alimak Group’s response Liquidity and refinancing risk The risk that the Group cannot meet payment commitments to suppliers and banks due to insufficient liquidity or the inability to obtain adequate funding on acceptable terms at any given point in time. Alimak Group has access to credit facilities amounting to MSEK 2,591 (composed of a revolving credit facility of MSEK 2,050 and a revolving credit facility of MEUR 50. The MEUR 50 revolving credit facility was initiated in April 2024). The revolving credit facilities mature in April 2027 and December 2028. It is possible to extend the MEUR 50 RCF for two additional years. In connection with the acquisition of Tractel, Alimak Group secured two new loans under a facility agreement with Handelsbanken. The facility agreement consisted of a term loan of MEUR 300 with maturity in October 2027. Under the financial policy, the liquidity reserve shall always be maintained such that it can cover the anticipated fluctuations in the daily business over a period of six months. For efficient use of the Group’s liquidity, the Group Treasury function is managing global multi currency cash-pools. For entities that cannot participate in the cash-pool due to local regulations, excess liquidity and short-term funding is managed via intercompany loan agreements with Group Treasury. In 2025 the Group continued to focus on reducing trade receivables and inventories by maintaining close contact with customers and vendors. Counterparty and credit risk Risk of adverse effects on the Group’s finances from inadequate credit evaluation of new and existing customers and risk of bad debts due to unsatisfactory routines in collecting customer payments. Trade receivables are managed locally by each subsidiary and monitored at division level and by Group Treasury. As part of the Credit Management Process, credit checks are conducted. Examples of these checks are assessment of counterparts' financials, review of credit scores from local credit rating institutions, analysis of commercial data from private institutions such as Dun & Bradstreet, among others. During 2025, the Group continued to expend its existing credit insurance policy to cover additional geographies. This enhancement has strengthened several key processes, including customer credit assessments, periodic credit checks on existing customers, regular reviews of credit limits, and collections management. To ensure the policy’s effectiveness, the Group conducts periodic coverage tests. The results of the 2025 assessment confirmed that the policy continues to perform satisfactorily. In addition, the arduous efforts on managing overdue customer invoices continued. KPIs are in place and frequently monitored. The Group continuously reviews and improves the collection process where and as needed. Accounting and reporting risk Risk that reports to investors, lenders and regulatory bodies do not give a fair view of the Group’s financial position and results. The company’s financial reports are produced in accordance with applicable legislation, accounting standards and other requirements for listed companies. Governing documents relating to financial reporting such as the Accounting and Reporting Guideline are subject to regular reviews and updates, ensuring that reliable financial reporting from all entities is uniform and in accordance with the applicable accounting standards. Control activities are integrated into the accounting and financial reporting processes. Group Finance and division controllers closely monitor the accuracy of the financial reporting. The Group has established internal forums with participation from key stakeholders to ensure correct implementation of any accounting changes and proce - dures. Instructions and training are provided by Group Finance to the local finance organisations. Any changes are communicated in monthly newsletters. The Group has established an internal team of experts to work with the Corporate Sustainability Reporting Directive (“CSRD”). Significant progress has been made over the past two years, and Alimak Group’s sustainability reporting in this annual report has been prepared based on ESRS (European Sustainability Reporting Standards). T ax risk The Group is taxed in the jurisdictions where operations are carried out through subsidiaries and the Group’s ambition is to pay the right tax in the right countries. However, there is always a risk that tax authorities make a different interpretation of tax laws and regulations and impose additional tax and penalties. The Finance Manager of each subsidiary is responsible for the local tax compliance and tax compliance is an agenda item on the yearly board meetings that are conducted in all subsidiaries. The Group’s central tax function provides policies and guidance for pricing of intra-group transactions to ensure a consistent methodology within the Group. Tax audit support is provided by the Group’s central tax function and, when needed, also by external tax advisors. Fraud risk Risk of adverse effects on the Group’s finances resulting from internal or external fraud or mistakes in the local finance processes. The Group’s financial policy requires that all payments are approved by two persons jointly and that all subsidiaries implement a call-back routine for any changes of payment details or unusual payment requests. The Group Treasury function is responsible for cash management and bank relations at Group level and co-operates closely with the local Finance Managers. Many subsidiaries are included in the Group’s cash-pools allowing Group Treasury to closely monitor all transactions taking place in the different entities. The work to include the acquired Tractel entities in the cash-pools continued during 2025 with several entities successfully onboarded. The remainder are expected to be onboarded during 2026. Reminders are distributed to the organisation referring to examples of fraud attempts. During 2025, a risk awareness e-learning tool was provided to all employees. Lastly, in 2024, the Group launched a global Fraud Prevention Tool designed to identify fraud risks within finance processes and outline best practices for mitigation. Throughout 2025, the tool remained a key reference point, guiding efforts to prevent fraud across the organisation. Insurance risk An insufficient insurance coverage could have a negative impact on the Group’s financial result. A Group-wide insurance programme is in place within Alimak Group mainly relating to property, business interruption, business travel and liability risks. The insurance programme covers all legal entities within Alimak Group. The insurance programme is managed by Group Tax & Legal and it has been set up so that it provides a reasonable balance between risk exposure and insurance cost. The adequacy of the insurance coverage is reviewed once per year together with the insurance broker. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Risks and risk management 103 Annual & Sustainability Report 2025

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1 Shareholders The Company’s share capital on 31 December 2025 totalled approximately MSEK 2.2. The number of shares was 107 ,573,1 1 1. The Group has just one class of share, and all shares carry one voting right. According to the share register, the Company had 5,824 known shareholders on 31 December 2025. Investment AB Latour was the largest shareholder, with approx- imately 29.78 % of the share capital. Alantra EQMC Asset Management SGIIC was the second largest with approximately 10.08 % of the share capital. First Swedish National Pension Fund was the Company’s third largest shareholder with approx- imately 8.35 % of the share capital. At year-end, foreign share- holders accounted for approximately 46% of the total share capital. There are no restrictions as to how many votes each shareholder can cast at a general meeting. The Board is not aware of any shareholder agreements, or other agreements, between shareholders in the Company. 2 General Meeting The general meeting is the Company's highest decision-making body where all shareholders collectively possess the authority to decide on the Company's affairs. Shareholders who are reg- istered in the share register as of the record date and who have given timely notice of their participation have the right to attend the general meeting and exercise their right to vote for all their shares. Decisions at the general meeting are normally made by simple majority, which means that the alternative that receives the most votes win. However, in some cases there may be special requirements according to the Swedish Companies Act. For example, a qualified presence may be required for the meeting to be quorate or a special voting majority for certain decisions to be made. These requirements may vary depending on the articles of association and the circumstances surround- ing the specific meeting. It is therefore important for sharehold- ers to be well informed about the applicable rules and regula- tions before every general meeting they intend to attend. At the annual general meeting, important decisions are made regarding the Company's financial position and management. Among these decisions are the adoption of the Group's income statements and balance sheet. In addition, resolutions are made regarding any dividend to the shareholders and the granting of discharge from liability for Directors and the CEO. Remuneration for the Board and the auditor is also discussed, and Directors, Chair of the Board and auditor are elected. The annual general meeting also decides on the composition of the nomination committee. Any other matters outlined by the Swedish Compa- nies Act may also be handled. At the annual general meeting, every shareholder is given the opportunity to ask questions about the Company's opera- tions and performance during the past year. The Board, the management and the auditor are all present at the annual general meeting to address such questions. This enables an open and transparent dialogue between the management and the shareholders. In addition to the annual general meeting, extraordinary general meetings may be convened. The Company's annual general meetings are held in Stockholm, before the end of June each calendar year. In 2025, one general meeting was held: the annual general meeting in April (see below). Annual General Meeting 2025 The annual general meeting 2025 was held on 30 April 2025. Decisions at the annual general meeting 2025 included: • Adoption of balance sheet and profit and loss accounts, as well as the consolidated profit and loss account and consolidated balance sheet for the financial year 2024. • Adoption of the Board’s proposal that a dividend of SEK 3.00 per share would be paid, the record date being Monday, 5 May 2025. • Discharging the Directors and the CEO from liability for the management of the Company during the financial year 2024. • Re-election of Johan Hjertonsson (Chair), Helena Nordman- Knutson, Tomas Carlsson, Sven Törnkvist, Petra Einarsson, Ole Kristian Jødahl and Heléne Mellquist as Directors. • Election of Annette Rinck as new Director. • Re-appointment of the registered audit firm Ernst & Young as auditor of the Company. • Approval of the Board’s remuneration report. • Adoption of Call Option Programme 2025. • Resolution to authorise the Board to pass resolutions on the acquisition and/or transfer of own shares. Annual General Meeting 2026 The annual general meeting 2026 will be held on 6 May 2026. All shareholders who are registered in the share register main- tained by Euroclear Sweden AB (“Euroclear”) five days prior to the annual general meeting are entitled to attend the annual general meeting. Such shareholders must have informed the Company of their intention to attend no later than on the date stated in the notice convening the annual general meeting. Further information about the annual general meeting is available at www.alimakgroup.com. 3 Nomination Committee According to the Code, the Company is required to have a Nomination Committee whose task is to prepare and present proposals regarding appointments, with the aim of creating a basis for the annual general meeting's decisions on these mat- ters. In addition to proposing the composition of the Board, the Nomination Committee is responsible for submitting proposals regarding the Chair of the Board, Directors and their remunera- tion. The Nomination Committee is also responsible for propos- ing the election of auditor and the remuneration to the auditor. Through its work, the Nomination Committee thus contributes to an efficient and competent management and control of the Company. In 2016, the Company’s annual general meeting adopted an instruction regarding the appointment of the Nomination Committee, which is applicable until the general meeting resolves otherwise. Pursuant to this instruction, the Nomination Committee shall, prior to the annual general meeting, be com- posed of persons appointed by the largest shareholders listed in the shareholders’ register maintained by Euroclear as of 31 August each year, together with the Chair of the Board who will also convene the first meeting of the Nomination Commit- tee. The member appointed by the largest shareholder shall serve as the chair of the Nomination Committee. Shareholders who wish to present proposals to the Nomination Committee prior to the annual general meeting may submit them to the Chair of the Nomination Committee, in accordance with the procedure published on the Company’s website prior to the annual general meeting. The proposals will be assessed by the Nomination Committee according to its instruction and the Code. The Nomination Committee’s proposal and rea- soned statement will be presented prior to the annual general In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 105 Annual & Sustainability Report 2025

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meeting. The articles of association have no company-specific provisions concerning the appointment and dismissal of Direc- tors of the Board or concerning amendments of the articles of association. Nomination Committee for the 2026 annual general meeting The Nomination Committee ahead of the annual general meeting 2026, comprises the following members: • Ossian Ekdahl, Investment AB Latour, Chair of the Nomination Committee • Francisco de Juan, Alantra EQMC Asset Management SGIIC • Jakob Rikwide, Bolero Holdings Sarl • Johan Hjertonsson, Chair of the Board As a basis for its proposals, the Nomination Committee has con- ducted an evaluation of the work of the Board. Prior to the 2026 annual general meeting, the Nomination Committee has held a number of meetings, interviewed the Directors of the Board and been in continuous contact with each other between the meet- ings. In addition, the Chair of the Board has presented to the Nomination Committee the results of the annual evaluation of the Board’s work. The Nomination Committee has discussed requirements regarding competence, experience and personal background. Matters of independence have been highlighted and an extra focus has been placed on the question of gender balance. The Nomination Committee has applied a diversity policy in accordance with section 4.1 of the Code. 4 Board The Board is responsible for determining the Company's overall targets, developing and follow-up on the overall strategy, deciding on major acquisitions, divestments and investments and continuously monitoring the operations. The Board has an ongoing obligation to assess both the Company's and the Group's financial situation and ensure that the Company's organisation is designed in a way that enables satisfactory con- trol of the accounting, fund management and other financial conditions. The Board’s duties also include the determination of business plans, budgets, interim reports, annual accounts, and annual reports as well as the adoption of instructions, policies and guidelines. The Board must ensure that its own work is eval- uated annually through a systematic and structured process. This ensures that the Board is efficient and competent in its role as leader and as the supervisory body for the Company. The Board’s procedural rules, which regulate the division of work and responsibility between the Directors, the President & CEO and the committees, are updated and adopted annually. Furthermore, the division of work between the Board and the President & CEO is governed by the instructions to the President & CEO, which are adopted annually by the Board. The CEO Instruction also contains instructions relating to the financial reporting. The Chair of the Board is responsible for the Board’s work, and for ensuring that it is conducted efficiently and that the Board fulfils its obligations. The Chair shall monitor the Company’s performance via regular contacts with the President & CEO. The Chair presides over the Board meetings, but the agenda is agreed and the meetings prepared in consultation with the President & CEO. The Chair is also responsible for ensuring that the Board evaluates its work every year and that the Directors receive the information they need to perform their work on an ongoing basis. The Chair represents the Company vis-à-vis its shareholders. Composition of the Board The Board is currently made up of eight members elected by the annual general meeting and two employee representatives. No deputies have been appointed for the Directors of the Board. At the annual general meeting held on 30 April 2025, Johan Hjertonsson, Helena Nordman-Knutson, Tomas Carlsson, Sven Törnkvist, Petra Einarsson, Ole Kristian Jødahl and Heléne Mellquist were re-elected as Directors. Annette Rinck was elected as a new Director. Johan Hjertonsson was elected Chair of the Board. Örjan Fredriksson and Urban Granström were appointed employee representatives by the trade union organi- sations. There has been no change in the distribution between women and men among the Board Directors since the previous year. Independence of the Board According to the Code, more than half of the Directors appointed by the general meeting must be independent in relation to the Company and the Company’s management. At least two of the Directors who are independent in relation to the Company and the Company’s management shall also be independent in relation to the Company’s major shareholders. To determine the independence of a Director, an overall assessment shall in each case be conducted regarding the Director’s relationship with the Company. One of the Company’s Directors elected by the general meeting is employed by the Company. Seven out of eight Directors elected by the general meeting are deemed to be independent in relation to the Company and the Company’s management. When determining whether a Director is independent in rela- tion to a major shareholder, the extent of the Director’s direct and indirect relationships with the major shareholder shall be taken into consideration. A Director is deemed not to be inde- pendent in relation to the Company’s major shareholders if he or she is, or recently has been, employed at, or a Director of, a company that is a major shareholder. Six of eight Directors elected by the general meeting are independent in relation to the Company’s major shareholders. The Company therefore satisfies the Code’s requirements regarding the independence of the Board in relation to the Company, the Company’s management and the Company’s major shareholders. The table on page 102, provides information about the Directors’ year of birth, the year they were first elected to the Board and whether they are deemed independent in relation to the Company, the Company’s management and major shareholders as defined by the Code. Work of the Board during the year During 2025, the Board met eight times. Recurring matters at the Board’s meetings were reports from the Audit Committee, business and financial updates, strategy matters, business planning, auditing, M&A and internal control. The attendance at Board meetings and committee meetings in 2025 is presented in the table on page 102. Remuneration to the Board At the annual general meeting on 30 April 2025, it was decided that a fee of SEK 1,035,000 should be paid to the Chair of the Board and SEK 414,000 each to other Directors elected by the general meeting. In addition, SEK 180,000 should be paid to the Chair of the Audit Committee and SEK 100,000 to other members of the Audit Committee, SEK 100,000 to the Chair of the Remuneration Committee, and SEK 60,000 to other members of the Remuneration Committee. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 106 Annual & Sustainability Report 2025

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The Board’s working year 2025 Board meetings also deal with ongoing issues (in addition to the current state of operations), market overviews, investments, divestments, financing, employees, IT systems, updates on the integration of acquired businesses, reports from the committee chairs on the work of the committees, as well as issues regarding the work environment, customer-related issues and reporting of incidents. • 1. Audit Committee update health and safety, business and financial updates, dividend proposal, board evaluation, remuneration committee, and M&A • 3. Audit Committee update health and safety, business and financial updates, division strategy, M&A, and CTO update. • 4. Statutory meeting • 7 . Spain visit, update from the Audit Commit- tee, health and safety updates, business and financial updates, ESRS/ CSRD update, M&A, cap- ital markets day, division updates and strategy matters. • 6. Business update, Q2 interim report and M&A update. • 8. Health and safety, business and financial updates, division updates, 2026 budget, M&A. Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec • 5.Audit Committee update health and safety, business and financial updates, HR, risk assessment, M&A, and strategy work. • 2. Adoption of annual report 2024, approval of AGM propos- als. 5 Board Committees The primary function of the committees is to prepare matters to be presented to the Board prior to a decision. The duties and instructions for each committee are defined annually by the Board. Audit Committee According to the applicable rules of procedure for the Board, the Audit Committee shall consist of no less than two members. The Swedish Companies Act stipulates that the members of the Audit Committee must not be employees of the Company and that at least one member shall be competent in accounting and auditing matters. The Audit Committee has three members: Helena Nordman-Knutson (Chair), Heléne Mellquist and Tomas Carlsson. The Audit Committee deals with matters relating to risk assessment, internal controls, auditing, financial and sus- tainability reporting. Its main role is to ensure that the princi- ples for financial reporting and internal controls are observed and that the Company maintains appropriate relationships with its auditors. The Committee shall identify and oversee the man- agement of important auditing issues and discuss them with the Company’s auditors. The Committee shall examine the pro- cesses for monitoring the abovementioned areas and shall form an opinion as to whether the Company is applying the financial reporting regulations consistently and fairly, and in accordance with the relevant rules and practices. The Audit Committee shall also form an opinion regarding the risk situa- tion in the Company, assess whether the internal control and governance procedures applied are fit for purpose and effec- tive, and determine whether the Company’s risk and risk man- agement reporting in the Annual Report is accurate and ade- quate. Furthermore, the Audit Committee shall ensure that the auditor is impartial and independent, and, in consultation with the auditor, plan the annual audit process and ensure that the audit is conducted on that occasion. The Audit Committee shall also assist in the drawing up of proposals for the appointment of the auditor at the annual general meeting. Remuneration Committee According to the applicable rules of procedure for the Board, the Remuneration Committee consists of no less than two members. The Remuneration Committee has two members: Johan Hjertonsson (Chair) and Petra Einarsson. The role of the Remuneration Committee is to prepare matters regarding remuneration and other employment conditions for the President & CEO and the Company’s other senior executives. This work involves preparing proposals for guidelines on conditions of employment, including remuneration, the relation- ship between earnings and remuneration and the main princi- ples of incentive programmes. It also includes preparing proposals for individual remuneration packages for the President & CEO and other senior executives. In addition, the Remuneration Committee establishes guidelines on remunera- tion and incentive programmes for certain senior executives who report directly to the President & CEO, and it decides upon the outcome of these programmes. The Remuneration Committee is also required to monitor and evaluate the Compa- ny’s compliance with guidelines on remuneration to senior executives, as adopted by the annual general meeting. Further- more, the Remuneration Committee is responsible for assisting the Board in its annual review of senior executives, including the President & CEO, and for evaluating the President & CEO’s succession planning for senior executives. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 107 Annual & Sustainability Report 2025

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6 President & CEO & other senior executives The Board has transferred the operational responsibility for both the Company's and the Group's management to the Com- pany's President & CEO Ole Kristian Jødahl. It is the President and CEO's responsibility to lead the business within the frame- work that the Board has established. The Board has formulated clear instructions for the distribution of tasks between the Board and the President & CEO. These instructions are updated and adopted annually. The Group is organised into five divi- sions; Construction, Facade Access, Height Safety & Productiv- ity Solutions, Industrial and Wind. The division EVPs, who are responsible for the business operations within their respective division, report directly to the President & CEO. The respective divisions are organised into functions driving strategic and operational division initiatives across the global organisation. For further information about the Group’s divisions and opera- tions, visit the website at www.alimakgroup.com. The Group's Leadership Team consists of the President & CEO, CFO, CTO, CSO, CPCO, CCO and the EVPs of the divisions. The President & CEO reports to the Board and conducts day- to-day management of the Company in accordance with the Board’s guidelines and instructions. The President & CEO is also responsible for producing reports and compiling information ahead of Board meetings, as well as for presenting material at such meetings. The President & CEO is responsible for financial reporting in the Company and must ensure that the Board receives adequate information to enable it to evaluate the Company’s financial position. The President & CEO shall contin- ually monitor, and keep the Board informed about develop- ments in the Company’s business, sales performance, results and financial position, liquidity, key business events and all other events, circumstances or conditions that may be consid- ered to be of relevance. Guidelines on remuneration to senior executives Under the Swedish Companies Act, the Board is required to present proposals to the annual general meeting for guidelines on remuneration to the President & CEO and other senior executives. Matters regarding remuneration to the President & CEO shall be prepared by the Remuneration Committee and decided by the Board. Matters regarding remuneration to other senior executives shall, following recommendations by the President & CEO, be prepared and decided by the Remuneration Committee. 7 External auditor The auditor is appointed by the annual general meeting each year. The auditor's task is to review the Company's accounting and annual report on behalf of the shareholders, as well as the Board's and the President & CEO's administration of the Company. At the annual general meeting on 30 April 2025, Ernst & Young ("EY") was appointed as the Company’s external auditor for the period up to and including the 2026 annual general meeting. EY appointed Andreas Mast as principal auditor. The auditor attends at least one Board meeting a year, at which the auditor reports on the audit for the year and discusses it with the Board, without the presence of the Presi- dent & CEO and any member of the Company’s management. During the past financial year, EY provided the Company with some tax advisory services and other advice, in addition to its audit function. The auditor is paid for its work in accordance with the general meeting’s decision. For information about fees paid to the Company’s auditor in 2025, see Note 8. 8 Internal control Insider trading and information policy The Company has produced policies and conducts training, to ensure that employees and other relevant parties within the Group are informed about the rules and regulations regarding the Company’s provision of information and the specific requirements that apply to persons operating within a listed company, for example regarding inside information. In this context, the Company has also developed procedures for the handling of inside information that has not yet been made public. These procedures are in line with the Market Abuse Regulation Act (MAR). Internal controls over financial reporting (ICFR) The Board and the President & CEO are responsible for ensur- ing that internal controls are developed, communicated to and understood by those employees who are responsible for the individual control procedures, and for ensuring that the control procedures are monitored, implemented, updated and main- tained in accordance with the Swedish Companies Act and the Code. By having sound internal control, the Board ensures that the Group is in compliance with regulations and generally accepted accounting principles and that the reporting is materi- ally accurate. Control environment To maintain a strong control environment the Group has devel- oped and adopted a suitable organisational hierarchy and inter- nal policy documents such as Code of Conduct, directives and instructions. Ensuring that the control environment is at a satis- factory level is the responsibility of managers at every level throughout the organisation, from unit level to division level to Group level. The Group has financial controlling functions at both unit and Group level to ensure the reliability of the finan- cial reporting and that it is complete and accurate. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 109 Annual & Sustainability Report 2025

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Risk assessment Risk assessment is performed at Group level from a top-down perspective to identify the risks of material misstatements in reporting and the risks for fraud. In addition, there is a bot- tom-up approach performed at the unit level to identify addi- tional risks of material misstatement and fraud not already identified at the Group level. To perform these exercises, the type of transactions performed by the Group is divided into significant processes where the risks of material misstatements identified are linked. Control activities Based on the risks that have been identified in the risk assess- ment the Group has developed control activities to mitigate the risks of material misstatement. The control activities can be per- formed within an IT -system or manual or as a mix of the two. Control activities are implemented to prevent material misstate- ments or to detect and correct material misstatements. Control activities are performed at unit level, division level and Group level. Managers at each level are responsible for ensuring that internal controls are established within their own areas of activ- ity, and that these controls fulfil their purpose. The aim is to guarantee reliable and accurate financial reporting to ensure that the units and the Group’s .financial reporting is carried out in compliance with applicable laws and regulations, relevant accounting standards and other requirements. Information and communication The Group communicates on a regular basis the current poli- cies and instructions as well as amendments made to these. The Group has a financial reporting function responsible for ensuring the Group's accounting policies are adhered to throughout the organisation and that transactions of the same characteristics are recorded and reporting in the same way at each of the units. The Group reports externally, in addition to the annual report, its results and financial position on a quar- terly basis. For the first, third and fourth quarter the Board has instructed the CEO and President to issue the reports. Monitoring At the unit level monitoring of the effectiveness of internal con- trol is performed through self-assessment. Compliance with Group Policies and laws and regulations is also monitored in connection with the Board meetings in the subsidiaries. In addi- tion, the Group financial control function performs monthly review of reporting as well as site visits with focus on internal control at selected locations based on their size and risk profile. Results of self-assessments and site visits are reported to the Audit Committee regularly. The external auditor also performs a review of the key inter- nal controls and presents and communicate the outcome to the Audit Committee. The Board has determined that the current organization with its monitoring activities fulfils the function of an internal audit function. As such it is the Board's opinion that there is currently no need for a separate internal audit function. The Board reviews its conclusion at least on an annual basis. Governance sustainability Sustainability is integrated in all parts of the organisation, from the Board to the local operations. The Board is responsible for the Company’s approach to sustainability and its implied risks and opportunities, which are described in the Risk chapter of this document. This responsibility of the Board includes moni- toring compliance with the Group’s Code of Conduct, which is based on the ten principles enshrined in the UN Global Compact regarding social responsibility, the environment and business ethics. The Board adopts the Group’s policies, includ- ing the Code of Conduct. The Board has appointed three of the Directors as members of the Audit Committee. The audit committee is a body within the Board assigned to act as a committee for questions relating to risk assessment, internal control, financial reporting, sustain- ability reporting and auditing. The committee is thus acting as the supervisory body for matters relating to sustainability reporting, i.e. including the IRO analysis and the double materi- ality assessment. The responsibility for establishing sustainability targets and indicators and for ensuring compliance with the Code of Conduct lies with the President & CEO and other members of the Group Leadership Team. The Group’s Chief Technology Officer is responsible for sustainability matters related to the environment and climate, the Chief People & Culture Officer for social sustainability, including Occupational Health & Safety (OHS), and the Chief Financial Officer is responsible for govern- ance and compliance. Internal and external experts support the leadership team with strategy, implementation, monitoring and reporting. Each Division EVP is responsible for initiating, moni- toring and managing relevant sustainability initiatives in its division. The Board of Directors Stockholm, 12 March, 2026 More information on the Group’s corporate governance work is available in the section on corporate governance at alimakgroup.com. The following pages contain information about the Board and the Leadership Team. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 110 Annual & Sustainability Report 2025

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Board of Directors * Shareholding per 31 December 2025 JOHAN HJERTONSSON Chair of the Board since 2020, chair of the Remuneration Committee. Independence: Independent in relation to the Company, not independent in relation to a major shareholder (Investment AB Latour). Born: 1968. Education: Bachelor of Economics, Lund University. Other board assignments: Chair of the board of ASSA ABLOY AB and Tomra Systems ASA, board member of Sweco AB and Investment AB Latour. Main work experience: President and CEO of Investment AB Latour. Former President and CEO of AB Fagerhult and Lammhults Design Group AB and has held different senior positions within the Electrolux Group. Shareholding, own and via closely related persons*: 90,000. HELENA NORDMAN-KNUTSON Board member since 2016, chair of the Audit Committee. Independence: Independent in relation to the Company and major shareholders. Born: 1964. Education: Masters of Sciences in Political Science, University of Helsinki, Masters of Sciences in Economics, Hanken School of Economics in Helsinki. Other board assignments: Board member of Nivika Fastigheter AB (publ), Excel Composites, Nidoco AB, USWE Sports AB and Karnell Group. Main work experience: Senior advisor, Narva Communications. Former financial analyst at Enskilda Securities, Orkla Securities, Pareto Securities and Executive Director at Hallvarsson & Halvarsson. Shareholding, own and via closely related persons*: 2,880. TOMAS CARLSSON Board member since 2018, member of the Audit Committee. Independence: Independent in relation to the Company and major shareholders. Born: 1965. Education: Masters of Sciences in Engineering, Chalmers University of Technology and Executive MBA, London Business School and Columbia Business School. Other board assignments: Board member of Addval AB. Main work experience: President and CEO of NCC. Former Head of Business Area Construction Sweden within NCC, President and CEO of Sweco AB. Shareholding, own and via closely related persons*: 13,400. SVEN TÖRNKVIST Board member since 2019. Independence: Independent in relation to the Company and major shareholders. Born: 1971. Education: Masters of Sciences in Business and Economics, Stockholm School of Economics. Other board assignments: Chairman of the Board of Normain AB, Board member of Swetorn AB and ThornHold AB. Main work experience: CDO & Head of EQT Digital at EQT AB. Former Head of Digital at Ericsson, Country Manager and Industry Leader at Google Sweden. Shareholding, own and via closely related persons*: 12,000. PETRA EINARSSON Board member since 2020, member of the Remuneration Committee. Independence: Independent in relation to the Company and major shareholders. Born: 1967 . Education: Bachelor of Economics, Uppsala University. Other board assignments: Board member of SSAB AB and Linjemontage AB. Main work experience: Previously President and CEO of Billerud Korsnäs. Prior to that, a long carrer at Sandvik. Shareholding, own and via closely related persons*: 5,000. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 111 Annual & Sustainability Report 2025

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OLE KRISTIAN JØDAHL Board member since 2020. Independence: Not independent in relation to the Company, independent in relation to major shareholders. Born: 1971. Education: Economics, NHH Norwegian School of Economics. Other board assignments: Board member of Nilfisk Holding A/S and Kemppi Oy. Main work experience: President and CEO of Alimak Group AB. Former President and CEO of Hultafors Group AB. Previously, several senior positions within AB SKF . Shareholding, own and via closely related persons*: 1 19,000 shares and 395,750 call options. HELÉNE MELLQUIST Board member since 2024. Independence: Independent in relation to the Company, not independent in relation to major shareholder (Investment AB Latour). Born: 1964 Education: Bachelor in International Business studies, University of Gothenburg. Executive Management, Stockholm School of Economics. Other board assignments: Chair of the Board of Hultafors Group, Caljan A/S, Innovalift and Latour Industries. Board member of Atlas Copco and Nord-Lock. Main work experience: EVP and COO at Investment AB Latour. Former CEO of AB Volvo Penta, and has held several positions at Volvo Group AB. Former CEO of Transatlantic AB. Shareholding, own and via closely related persons*: 1,890 DR ANNETTE RINCK Board member since 2025 Independence: Independent in relation to the Company and major share holders. Born: 1965 Education: Ph.D. in Applied Economics/ Communications Science. Other board assignments: Board member of Skyguide S.A. and Pilatus Flugzeugwerke AG. Main work experience: President and CEO Leica Microsystems. Former CEO of Saia Burgess Controls, Honeywell and has held several positions at Caterpillar EAME, Eaton Electrical and BMW Group. Shareholding, own and via closely related persons*: 0 ÖRJAN FREDRIKSSON Board member since 2016. Employee representative. Born: 1968. Appointed by: IF Metall. Employed since: 1989, Production coordinator. Shareholding, own and via closely related persons*: 0. URBAN GRANSTRÖM Board member since 2023. Employee representative Born: 1972. Appointed by: The Union Employed since: 2021, Quality Engineer. Shareholding, own and via closely related persons*: 0. * Shareholding per 31 December 2025 Board, cont. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 112 Annual & Sustainability Report 2025

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* Shareholding per 31 December 2025. Leadership Team OLE KRISTIAN JØDAHL President and CEO since 2020. Born: 1971. Education: Economics, NHH Norwegian School of Economics. Former positions, selection: President and CEO of Hultafors Group AB. Previously, several senior positions within AB SKF . Shareholding, own and via closely related persons*: 1 19,000 shares and 395,750 call options. SYLVAIN GRANGE CFO since 2022. Born: 1971. Education: EDHEC business school and Chartered Accountant. Former positions, selection: CFO of Tractel Group. Previously CFO of another industrial group with global operations (Penox). Shareholding, own and via closely related persons*: 29,742 shares and 203,000 call options. CHARLOTTE BROGREN Chief Technology Officer since 2017 . Born: 1963. Education: PhD of Technology in chemical engineering, Lund University. Former positions, selection: Director General Vinnova, The Swedish Governmental Agency for Innovation Systems, Technology Manager, ABB’s Robotics Division, various management positions within ABB's research & development department. Shareholding, own and via closely related persons*: 5,200 shares and 87 ,000 call options. MATILDA WERNHOFF Chief Strategy Officer since 2020. Born: 1990. Education: Economics at the Stockholm School of Economics. Former positions, selection: Head of business development and M&A within Alimak Group, consultant at McKinsey & Company. Shareholding, own and via closely related persons*: 1,806 shares and 41,000 call options. ANNIKA HAAKER Chief People & Culture Officer since 2021. Born: 1968. Education: Bachelor of Science (BSc) in Human Resources Mgmt, Stockholm University. Former positions, selection: Group HR Director of HL Display, Head of Leadership & Talent at Nobia, Head of Organisation & Performance Development at Nasdaq. Shareholding, own and via closely related persons*: 600 shares and 65,000 call options JOHNNY NYLUND Chief Communications Officer since 2023. Born: 1977 . Education: Bachelor of Arts in commu- nications, law and language studies, Stockholm University. Former positions, selection: Head of Press and Public Affairs at Sweco, has previously held similar roles at Business Sweden, AkzoNobel and Sveriges Radio. Shareholding, own and via closely related persons*: 1,385 shares and 100,000 call options. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 113 Annual & Sustainability Report 2025

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HERVÉ ROS EVP Facade Access Division since 2025. Born: 1980. Education: Engineer’s Degree (Master) in Electrical Engineering and Energy, Ecole Spéciale de Mécanique et d’Electricité (ESME), Paris. Former positions, selection: Managing Director Facade Access and HSPS North America Alimak Group, President Tractel Ltd. & Tractel Inc., Vice President Global Accounts & Transformation Tractel, various senior positions within Nexans in Europe, Middle East and China. Shareholding, own and via closely related persons*: 0 shares and 20,000 call options. DAVID BATSON EVP Construction Division since 2021. Born: 1967 . Education: Bachelor of Business Royal Melbourne Institute of Technology (RMIT). Former positions, selection: Managing Director Alimak Group Australia, General Manager Equipment Sales Group William Adams Pty Ltd, Rental Consultant Caterpillar Inc Asia Pacific, various senior sales and marketing positions with Wreckair Hire. Shareholding, own and via closely related persons*: 0 shares and 1 17 ,000 call options. JOSÉ MARIA NEVOT EVP HSPS Division since 2025. Born: 1969. Education: Master of Technology, University of Zaragoza, Bachelor of Economics, Chamber of Commerce Zaragoza. Former positions, selection: EVP Wind Division at Alimak Group, CSO Avanti Wind Systems, CEO AWS (Avanti Wind Services) S.L. and CEO Oerlikon AB. Shareholding, own and via closely related persons*: 5,200 shares and 77 ,000 call options. JENS HOLMBERG EVP Industrial Division since 2023. Born: 1980. Education: Master of Science in Mechanical Engineering, Chalmers University of Technology. Former positions, selection: President Sandvik Rock Tools, VP Sales Development Rock Tools, Management Consultant at McKinsey & Company Shareholding, own and via closely related persons*: 8,500 shares and 132,000 call options. RAFAEL PEÑA GUINALIU EVP Wind Division since 2025. Born: 1976. Education: BSc in Mechanical Engineering with an MBA (ICADE | Comillas Pontifical University), Master Black Belt in Lean & Six Sigma (CSSC), and PADE (IESE Business School | University of Navarra). Former positions, selection: COO Wind Division Alimak Group, General Manager Avanti Wind Systems Spain, Operations and Service Manager AWS (Avanti Wind Services) SL, Sales Manager & Logistic Manager Oerlikon Spain. Shareholding, own and via closely related persons*: 0 shares and 35,000 call options. * Shareholding per 31 December 2025. Leadership T eam, cont. In brief Strategy & targets Divisions Financials & governance Board of Directors’ report Sustainability statements Risks and risk management Corporate governance report Board Leadership Team Financial statements Other — Corporate governance report 114 Annual & Sustainability Report 2025

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Amounts in MSEK Note Dec 31, 2025 Dec 31, 2024 ASSETS Intangible assets and goodwill Goodwill 13 5,731 6,109 Intangible assets 13 2,161 2,436 T otal 7 ,892 8,545 Property, plant and equipment Land and buildings 289 309 Plant and machinery 137 133 Equipment, tools, fixtures and fittings 38 49 Rental equipment 200 189 Right-of-use assets 319 299 T otal 14, 15 983 978 Financial and other non-current assets Investment in an associate 9 9 Deferred tax assets 12 133 148 Other long-term receivables * 2, 18 159 203 T otal * 301 359 T otal non-current assets * 9,177 9,882 Inventories 16 1,193 1,249 Contract assets 17 238 321 Trade receivables 18, 19 1,261 1,341 Other receivables 18, 21 229 210 Prepaid expenses and accrued income 20 133 133 Short term investments 18, 21 33 45 T otal 3,086 3,299 Cash and cash equivalents 1,159 1,095 T otal current assets 4,245 4,394 TOTAL ASSETS * 13,422 14,276 Amounts in MSEK Note Dec 31, 2025 Dec 31, 2024 EQUITY AND LIABILITIES Share capital 2 2 Other contributed capital 5,286 5,286 Reserves −50 608 Retained earnings, including net profit for the year * 2 1,956 1,673 T otal equity * 22 7 ,195 7 ,569 Long-term borrowings 18, 21 3,235 3,428 Lease liabilities 15 201 197 Provision for pensions 23 156 174 Other provisions 24 98 118 Deferred tax liabilities * 2, 12 745 839 Other long-term liabilities 9 11 T otal non-current liabilities * 4,444 4,767 Short-term borrowings 18, 21 1 0 Lease liabilities 15 129 113 Contract liabilities 17 236 311 Advance payments from customers 265 251 Trade payables 18, 21 373 444 Tax liabilities 150 115 Other current liabilities 18, 21 293 336 Accrued expenses and deferred revenue 25 336 370 T otal current liabilities 1,783 1,940 TOTAL EQUITY AND LIABILITIES * 13,422 14,276 For information on the Group’s pledged assets and contingent liabilities, see Note 26. * Restated in the comparison period, see Note 2.3 Consolidated statements of financial position In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 117 Annual & Sustainability Report 2025 —

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Consolidated statements of cash flow Amounts in MSEK Note 2025 2024 Operating activities Profit before tax 810 810 Adjustments for: Depreciation and impairment of property, plant and equipment 9, 14, 15 230 252 Amortisation and impairment of intangible assets 9, 13 142 201 Gains/losses from sales/disposals of non-current assets −42 5 Net foreign exchange translation differences 23 −27 Provisions and pensions −19 −13 Share of profit of an associate 0 0 Other non-cash items −15 0 Income tax paid −210 −177 Cash flow before change in working capital 920 1,050 Change in working capital Change in inventories −54 −10 Change in contract assets 69 37 Change in current receivables −56 76 Change in current liabilities −50 −4 Cash flow from change in working capital −91 99 Cash flow from operating activities 829 1,149 Investing activities Purchase of intangible assets 13 −9 −6 Purchase of property, plant and equipment 14 −176 −120 Disposal of property, plant and equipment 14 77 − Acquisition of subsidiaries, net of cash acquired 28 −144 − Purchase of financial instruments − −11 Net change in short term financial investments 11 7 Cash flow from investing activities −242 −130 Amounts in MSEK Note 2025 2024 Financing activities Proceeds from borrowings − 250 Repayment of borrowings 0 −552 Repayment of lease liability 15 −135 −128 Exercised call options 0 − Issued call options 8 9 Repurchase of call options −10 − Dividend paid −317 −265 Cash flow from financing activities 18 −454 −686 Net change in cash and cash equivalents 133 332 Cash and cash equivalents at beginning of year 1,095 739 Exchange rate differences in cash and cash equivalents −70 24 Cash and cash equivalents at year-end 1,159 1,095 SUPPLEMENTARY DISCLOSURES TO THE CONSOLIDATED STATEMENTS OF CASH FLOW Amounts in MSEK 2025 2024 Interest received/paid Interest received 30 46 Interest paid −166 −251 Cash and cash equivalents The following sub-components are included in cash and cash equivalents: Cash and bank balances 1,159 1,095 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 118 Annual & Sustainability Report 2025 —

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Consolidated statements of changes in equity Shareholders’ equity is attributable in its entirety to shareholders in the Parent Company for both 2025 and 2024. See also Note 22. 2025 Amounts in MSEK Share capital Other contributed capital T ranslation reserve Hedging reserve Retained earnings including profit for the year T otal share holders’ equity Opening balance 1 January, 2025 2 5,286 623 −15 1,673 7 ,569 Net profit for the year − − − − 604 604 Other comprehensive income − − −673 16 −2 −659 Comprehensive income for the year − − −673 16 601 −55 Exercised call options − 0 − − − 0 Issued call options − 8 − − − 8 Repurchase call options − −10 − − − −10 Dividend − − − − −317 −317 Closing balance 31 December, 2025 2 5,286 −50 0 1,956 7 ,195 2024 Amounts in MSEK Share capital Other contributed capital T ranslation reserve Hedging reserve Retained earnings including profit for the year T otal share holders’ equity Opening balance 1 January, 2024 2 5,277 324 −11 1,363 6,955 Adjustment on correction of error (net of tax) (note 2.3) − − − − −31 −31 Opening balance 1 January, 2024 (restated) 2 5,277 324 −11 1,331 6,924 Net profit for the year − − − − 623 623 Other comprehensive income − − 298 −4 −16 278 Comprehensive income for the year − − 298 −4 607 901 Issued call options − 9 − − − 9 Dividend − − − − −265 −265 Closing balance 31 December, 2024 2 5,286 623 −15 1,673 7 ,569 T ranslation reserve The translation reserve includes all exchange rate differences arising in translation of financial statements from foreign operations that prepared their financial statements in a currency other than the one in which the Group’s financial reports are presented. Hedging reserve The hedging reserve refers to currency hedging after tax for the future cash flows for which the hedged items are not yet accounted in the balance sheet. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 119 Annual & Sustainability Report 2025 —

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Notes to the Consolidated financial statements Amounts in MSEK unless otherwise indicated. Note 1. General information Alimak Group AB (publ), org. reg. no. 556714-1857, has its registered office in Stockholm, Sweden. The address of the Company’s headquarters is Blekholms torget 30, SE-111 64 Stockholm, Sweden. Alimak Group AB and its subsidiaries form the Alimak Group, hereinafter referred to as Alimak Group or the Group. Alimak Group is listed on Nasdaq Nordic under the ticker ALIG. Alimak Group is a global market leader in vertical access solutions for professional use. The Group also offers a comprehensive range of aftermarket service and has sales to more than 120 countries. These financial statements were approved for issuance by the Board of Directors on 12 March 2026. The consolidated financial statements will be definitively adopted by the AGM on 6 May 2026. Note 2. Material accounting policies The consolidated financial statements of the Group have been prepared in accordance with International Financial Reporting Standards (IFRS accounting standards). Alimak Group also complies with the Swedish Annual Accounts Act and RFR 1 Supplementary Accounting Rules for Groups, published by the Swedish Corporate Reporting Board. Alimak Group AB’s (publ) annual accounts have been prepared in accordance with the Swedish Annual Accounts Act, and the Swedish Corporate Reporting Board’s recommendation RFR 2 Reporting for legal entities and statements. The consolidated financial statements have been prepared on a historical cost basis, except for items that are required by IFRS accounting standards to be measured at fair value, principally certain financial instruments. The consolidated financial statements including notes are presented in millions of Swedish kronor (MSEK). Detailed information about any new accounting standards applied by Alimak Group from 2025 is available in section 2.2 Application of new and revised standards. Consolidation principles The consolidated financial statements include Alimak Group AB and the subsidiaries over which the Parent Company exercises control. Subsidiaries are listed in Note A8, Subsidiaries. Subsidiaries are accounted for using the acquisition method. Subsidiar - ies acquired during the financial period are included in the consolidated financial statements from the date of control, and divested subsidiaries until the control ceases. Any gains or losses arising from remeasurement are recognised in profit and loss. Acquisition- related costs are expensed as incurred. All intercompany transactions, receivables, liabilities, unrealised profits and distribution of profits within Alimak Group are eliminated in the consolidated financial statements. The accounting principles of subsidiar - ies have been changed, to ensure consistency with the principles adopted by the Group. Investments in associated companies are initially recognised in the balance sheet through the use of the acquisition cost, which includes goodwill identified at the time of the acquisition as well as the costs of acquiring or forming the associated company. Foreign currency transactions Transactions in foreign currencies are recorded at the exchange rate prevailing on the date of the transaction. Open foreign currency- denominated receivables and liabilities at the end of the financial period, both intercompany and external, are revaluated using the exchange rate on the balance sheet date, from Swedish Riksbank, and the resul ting foreign exchange gains and losses are recognised in the statement of income except when hedge accounting is applied. Foreign exchange gains and losses related to normal business operations are treated as adjustments to sales or costs. Exchange rate differences on derivative instruments designated as cash flow hedges of future cash flows are recorded in the statement of comprehensive income, until transferred to the statement of income simultaneously with the underlying cash flow. Exchange rate differences on other hedges relating to business operations are recorded in other operating income and expenses. Foreign exchange gains and losses associated with financial assets and liabilities are included in financial income and expenses. Foreign subsidiaries Items of each subsidiary included in the consolidated financial statements are reported using the currency that best reflects the operational environ - ment of that subsidiary (“the functional currency”). The state ments of income and cash flow of subsidiaries whose functional currency is not SEK are translated using the average exchange rate for the financial period from Swedish Riksbank. Assets and liabilities on balance sheets are translated into SEK at the balance sheet date exchange rate. Translation differences caused by different exchange rates are recognised through the statement of comprehensive income in the cumulative translation differences in equity. When applying hedge accounting for a hedge of a net investment in a foreign operation, exchange rate differences on the hedging instrument relating to the effective portion of the hedge are recognised in other comprehensive income, and any ineffective portion is recognised immedi - ately in the statement of income. Goodwill and fair value adjustments arising from the acquisition of a foreign entity are treated as assets and liabilities of the foreign entity and translated at the closing rate. Translation differences that arise are recognised in equity. Translation differences from acquisition cost eliminations and post- acquisition profits and losses of subsidiaries and associated companies are recognised in the statement of comprehensive income. Segment reporting Operating segments are reported consistently with the internal reporting provided to the chief operating decision-maker. The chief operating decision-maker, who is responsible for allocating resources and assessing the performance of the operating segments, has been identified as Alimak Group’s CEO. Alimak Group has five operating segments called Divisons: Facade Access, Construction, Height Safety & Productivity Solutions, Industrial and Wind. The segments are monitored and controlled on the basis of operating profit, whereas net financial items, taxes, balance sheet (except working capital) and cash flow are not reported per segment. Revenue recognition Alimak Group manufactures, sells and rents out solutions for vertical transports for the construction and industry sectors. As well as customised access solutions used for infrastructures. Alimak Group also provides support and service for the installed base of units. Revenue is recognised at an amount that reflects the expected and entitled consideration for transferring goods and/or services to customers when the performance obligation is satisfied, when control has passed to the customer. Goods sold Revenue from goods sold is recognised at the point in time when control of the good has been transferred to the customer. This occurs for example when the Group has a right to payment for the good, the customer has legal title of the good, the good has been delivered to the customer and/or the customer has the significant risks and rewards of the ownership of the good. When the goods sold are highly customised and an enforceable right to payment exists, revenue is recognised over time using the proportion of cost incurred to date compared to the estimated total cost to measure progress towards transferring the control of the good to the customer. Rendering of service Services are performed within all divisions and normally over a very short period of time. Revenue from services is recognised at the point in time when the service is performed. Rental operations Rental income from rental equipment is recognised on a straight-line basis over the rental period. Sale of rental equipment and spare parts is recog- nised as revenue when the significant risks and rewards of ownership have been transferred to the buyer. The carrying value of the rental equipment sold is recognised as cost of sales. Contract assets and contract liabilities Revenue from performance obligations over time is recognised based on the degree of completion, measured using a method that reliably reflects the entity’s performance in transferring control to the customer. The timing differences between revenue recognition, billings and cash collections results in billed account receivables, unbilled receivables (contract assets), and customer advances (contract liabilities) in the Consoli - dated balance sheet. Billing occurs either as work progresses in accordance with the agreed contractual terms, upon achievement of contractual milestones or when the control of the goods has been transferred to the customer. Payment terms vary from contract to contract and are dependent upon the agreement with the customer. The cost of obtaining contracts is not capitalised as the underlying contracts are normally fulfilled and finalised within one year. There is normally not a financing component in the contracts as the time between the transferring of the goods/services and payments from the customer is less than one year. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 120 Annual & Sustainability Report 2025 —

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Financing costs Financing costs are charged to the statement of income during the financial period in which they are incurred, with the exception that the borrowing costs that are directly attributable to the acquisition, construction or production of a qualifying asset are capitalised as a part of the cost of the respective asset. Alimak Group has a floating rate on both the term loan and the revolving credit facility. This gives a similar outcome to the effective interest rate. Income taxes Tax expenses in the statement of income include taxes of the Group compa nies based on the taxable income of the period, tax adjustments for previous financial periods and changes in deferred taxes. The state ment of comprehensive income includes taxes on items presented in the statement of comprehensive income. Temporary differences arise, for example, from defined benefit plans, provisions, elimination of inter Alimak Group inventory profits, depreciation differences on fixed assets, tax losses carried forward and fair value adjustments of assets and liabilities of acquired companies. Deferred tax liabilities are recognised in full and deferred tax assets are recognised only to the extent that it is probable that future taxable profit will be available against which the temporary differences can be utilised. Goodwill Goodwill is initially measured as the excess of the aggregate of the consider- ation transferred. Goodwill is not amortised but is tested for impairment at least annually or as soon as there are indications of decrease in value. Intangible assets Intangible assets include trademarks, technologies, order backlogs, and customer relationships. These assets are recognised on the balance sheet at their original cost less cumulative amortisations and impairment losses except for intangible assets acquired in a business combination which are measured at fair value at acquisition date. Intangible assets with definite useful lives are amortised on a straight-line basis over their useful lives as follows: Technologies 4–15 years Customer relationships 5–16 years Order backlogs 1–3 years Trademarks, separately acquired 10 years The assets’ useful lives are reviewed, and adjusted if necessary, on each balance sheet date. Trademarks with indefinite useful lives, acquired in business combinations are tested for impairment at least annually. Impairments and testing Goodwill and intangible assets with indefinite useful lives are not amortised, but are tested for impairment when any indication of impair- ment occurs, at least annually. Impairment testing is performed on the level of the cash generating units (CGU). Goodwill is allocated to those units or groups of units, identified in accordance with the operating segments, that are expected to benefit from the business combination. The testing of other intangible assets with indefinite useful life is performed either as part of a CGU or on an individual asset level if it is possible to determine independ- ent cash flows for it. The determined recoverable amount of a CGU is based on value-in-use calculations. Value-in-use is determined by calculating the present value of the estimated future net cash flows. The discount rate applied is the pre-tax weighted average cost of capital that reflects the current market view of the time value of money and risks related to the tested unit. An impairment loss is recognised in the statement of income when the carrying amount of the CGU exceeds its recoverable amount. Property, plant and equipment Property, plant and equipment are recognised on the balance sheet at cost less accumulated depreciations and impairment losses, if any. Depreciation is recognised on a straight-line basis to write off the cost less the estimated residual value over the estimated economic useful life of assets as follows: Machinery and equipment 3–10 years Rental equipment 8–12 years Buildings 20–50 years The assets’ residual values and useful lives are reviewed, and adjusted if necessary, on each balance sheet date. Leases, Alimak Group as lessee Alimak Group rents property, plant, equipment and vehicles. Lease agree ments are recognised in the Statement of financial position as Right-of-use assets and future payments of leasing fees as Lease liabilities. In determining the balances, the main judgements made are related to determining the lease terms and whether a contract is or contains a lease. Regarding lease terms, most of the lease contracts for premises includes options either to extend or to termi nate the contract. When determining the lease term, Alimak Group takes into account all the facts and circumstances that create an economic incentive to exercise an extension option, or not to exercise a termination option. Examples of factors that are taken into account are strategic plans, assessment of future technology changes, the importance of the underlying asset to Alimak Group’s operations and/or costs associated with not extending or not terminating the lease. In the consolidated statement of comprehensive income, Alimak Group recognises depreciation of the right-of-use assets and interest expenses. Lease payments affect cash flow from operating activities (e.g. interest), and cash flow from financing activities (repayment of the lease liability). The lease payments are discounted using the incremental borrowing rate as the interest rate implicit in the lease contracts cannot be readily determined. The incremental borrowing rate is calculated per country and for different durations. The Parent Company applies the exception from IFRS 16 allowed under RFR 2 and right-of-use assets and lease liabilities are not recognised. Leases, Alimak Group as lessor Alimak Group rents out equipment under operating leases with varying terms and renewal rights. In an operating lease, the risks and rewards incidental to ownership of an asset remain with the lessor. The leased asset is recognised in the balance sheet according to the nature of the asset. Income from operating leases is recognised on a straight-line basis over the lease term. The depreciation of the leased asset is consistent with the normal depreciation policy of similar assets in own use. Inventories Inventories are measured at the lower of cost and estimated net realisable value. Cost is primarily determined using the weighted average method. The cost of inventory includes purchase cost as well as transportation and processing costs. The cost of self-manufactured finished goods and work in progress includes raw materials, direct labour, other direct costs and a proportion of both indirect costs related to manu facturing and overheads. An allowance is recorded for obsolete items. Net realisable value is the estimated selling price in the ordinary course of business, less the estimated costs of completion and costs necessary to make the sale. Financial instruments Initial recognition and measurement Financial assets and financial liabilities are recognised when the entity becomes party to the contractual provisions of the instrument. Regular way purchases and sales of financial assets are recognised on trade-date, the date on which the Group commits to purchase or sell the asset. At initial recognition, the Group measures a financial asset or financial liability at its fair value plus or minus, in the case of a financial asset or financial liability not at fair value through profit or loss, transaction costs that are incremen - tal and directly attributable to the acquisition or issue of the financial asset or financial liability, such as fees and commissions. Transaction costs of financial assets and financial liabilities carried at fair value through profit or loss are expensed in profit or loss. Financial assets Classification and subsequent measurement The Group classifies its financial assets in the following measurement categories: • Fair value through profit or loss (FVPL); • Fair value through other comprehensive income (FVOCI); or • Amortised cost. The classification requirements for debt and equity instruments are described below. Debt instruments are those instruments that meet the definition of a financial liability from the issuer’s perspective, such as trade receivables, loan receivables as well as government bonds. The Group classifies its debt instruments into one of the following two measurement categories: Amortised cost: Assets that are held for collection of contractual cash flows where those cash flows represent solely payments of principal and interest (SPPI), and are not designated as FVPL, are measured at amortised cost. The carrying amount of these assets are adjusted by any expected credit loss allowance recognised (see impairment below). Interest income from these financial assets is included in the financial net using the effective interest rate method. Fair value through profit or loss (FVTPL): Assets that do not meet the criteria for amortised cost are measured at fair value through profit and loss. A gain or loss on a financial debt investment that is subsequently measured at fair value through profit or loss and is not part of a hedging relationship is recognised in the financial net in the period in which it arises. Interest income from these financial assets is included in the financial net using the effective interest rate method. Accounts receivables sold without right of recourse are classified as “Hold to Sell” with profit or loss reported in operating profit. Debt instruments are reclassified only when the Group’s business model for management of these assets changes. Impairment and expected loss Alimak Group assesses on a forward-looking basis the expected credit losses (ECL) associated with its debt instrument assets not carried at fair value. The Group recognises a provision for such losses on each reporting date. The measurement of ECL reflects an unbiased and probability- weighted amount based on reasonable and supportable information available such as past events, current condition and forecasts of future economic conditions. For trade receivables, the Group applies a simplified In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 121 Annual & Sustainability Report 2025 —

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approach where the provision for bad debts is based on future expected losses. To measure the expected credit losses, trade receivables are grouped into categories based on credit risk characteristics and days past due. If the provision is considered insufficient due to individual considera - tions, the provision is extended to cover the extra anticipated losses. De-recognition Financial assets, or a portion thereof, are derecognised when the contrac - tual rights to receive the cash flows from the assets expire, or when they are transferred and either (i) Alimak Group substantially transfers all the risks and rewards of ownership, or (ii) the Group neither substantially transfers nor retains all the risks and rewards of ownership and the Group has not retained control. Financial liabilities Classification and subsequent measurement All of the Group’s financial liabilities, excluding derivatives, are classified as subsequently measured at amortised cost. Derivatives with negative fair values are classified at fair value through profit or loss or recorded in the statement of comprehensive income provided the hedge item is an off-balance item such as an order. De-recognition Financial liabilities are derecognised when they are extinguished, i.e. when the obligation specified in the contract is discharged, cancelled or expires. Derivatives and hedge accounting Derivatives are initially recognised at fair value on the date on which the derivative contract is entered into and are subsequently re-measured at fair value. All derivatives are carried as assets when fair value is positive and as liabilities when fair value is negative. Fair value gain or loss related to derivatives not designated or not qualifying as hedging instruments is recognised in profit or loss. Alimak Group applies the hedge accounting requirements of IFRS 9. For derivatives designated and qualifying as hedging instruments, the method of recognising the fair value gain or loss depends on the nature of the item being hedged. Derivatives are designated as: • Hedges of highly probable future cash flows attributable to a recog - nised asset or liability (cash flow hedges); The Group documents, at the inception of the hedge, the relationship between hedged items and hedging instruments, as well as its risk management objective and strategy for undertaking various hedge transactions. The Group also documents its assessment, both at the hedge inception and on an ongoing basis, of whether the derivatives that are used in hedging transactions are highly effective in offsetting the changes in fair values or cash flows of hedged items based on the following hedge effectiveness requirements: • There is an economic relationship between the hedged item and the hedging instrument; • The effect of credit risk does not dominate the value changes that result from that economic relationship; and • The hedge ratio of the hedging relationship is the same as that resulting from the quantity of the hedged item that the Group actually hedges and the quantity of the hedging instrument that the Group actually uses to hedge that quantity of hedged item. Cash flow hedge The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognised in equity via other comprehensive income. The gain or loss relating to the ineffective portion is recognised immediately in the statement of comprehensive income. Amounts accumulated in equity are recycled to the statement of profit or loss in the periods when the hedged item affects profit or loss. They are recorded in the income or expense lines in which the revenue or expense associated with the related hedged item are reported. Pension obligations Alimak Group operates various pension plans in accordance with local conditions and practices. The plans are classified either as defined contribution plans or defined benefit plans. Contributions to the defined contribution plans are charged directly to the statement of income in the year to which these contributions relate. A defined benefit plan is a pension plan under which the Group itself has the obligation to pay retirement benefits and bears the risk of changes in the value of the plan liability and assets. The liability recognised in the balance sheet in respect of defined benefit pension plans is the present value of the defined benefit obligation at the end of the reporting period less fair value of the plan assets. The defined benefit obligation regarding each significant plan is calculated annually by an independent actuary using the projected unit credit method. The present value of the defined benefit obligation is determined by discounting the estimated future cash outflows using interest rates of high-quality corporate or government bonds with approximated terms to maturity that are denominated in the currency in which the benefits are expected to be paid. If an asset is recognised in the balance sheet based on the calculation, the recognition is limited to the present value of the economic benefits available in the form of any future refunds from the plan or reductions in future contributions to the plan. If a plan is changed or curtailed, the portion of the changed benefit relating to past service by the employees, or the gain or loss on curtail- ment, is recognised directly in the statement of income when the plan amendment or curtailment occurs. Provisions Provisions for warranties cover the estimated costs to repair or replace products still under warranty on the balance sheet date. Provision for warranty is calculated based on the historical levels of repairs and replacements. Provisions for product claims consist of expected costs arising from settling customer claims for which the value, probability and realisation can be estimated. A provision is recorded for a loss-making contract when the unavoidable costs required to fulfil the commitment exceed the gain to be received from the contract. A restructuring provision is recorded when Alimak Group has prepared a detailed restructuring plan and started the implementation of the plan or communicated the plan. A restructuring plan shall include the following information: business which is affected, the main units and personnel affected by the restructuring, as well as the costs to be incurred and the timetable of the plan. The related expenses are booked to the function costs to which they belong. However, in the case of a significant restructuring programme of Alimak Group or its business area, restructuring costs are presented separately in the statement of income. T reasury shares When the Parent Company Alimak Group or its subsidiaries purchase shares in Alimak Group AB, the consideration paid and directly attribut able costs are recognised as a deduction in Other contributed capital in equity. When such shares are sold, the consideration received, net of directly attributable trans action costs and income tax effect, is included in equity. For more information see The Share, page 122. 2.1 Material estimates and assumptions requiring management judgement The most important items in the consolidated statements that require the management’s estimates and may include uncertainty, comprise the following: Impairment testing Goodwill and intangible assets with indefinite life are allocated to CGUs and tested for impairment at least annually. The recoverable amounts of CGUs are based on value-in-use calculations. These calculations require the use of estimates. On 31 December 2025, Alimak Group had goodwill amounting to MSEK 5,731 (6,109) and intangible assets with indefinite life totalling MSEK 1,146 (1,230). Additional information is given in Note 13. T axes Determination of income taxes and deferred tax assets and liabilities and the amount of deferred tax asset to be recognised requires management judgement. On 31 December 2025, Alimak Group’s balance sheet included MSEK 18 (55) deferred tax assets resulting from tax losses carried forward. Alimak Group is subject to income tax in numerous jurisdictions. There are many transactions and calculations for which the ultimate tax determi - nation is uncertain. Alimak Group recognises liabilities for anticipated tax audit issues based on estimates of whether additional taxes will be due. Where the final tax outcome of these matters is different from the amounts that were initially recorded, such differences will impact the current and deferred income tax assets and liabilities in the period in which such determination is made. More information regarding taxes is provided in Note 12, Income taxes. Business combinations Net assets acquired through business combinations are measured at fair value. The consideration exceeding the value of net assets acquired is recognised as goodwill according to the accounting policies. The measure - ment of fair value of the acquired net assets is based on the market value of similar tangible assets, or an estimate of expected cash flows for intangible assets. The valuation, which is based on prevailing repurchase value, expected cash flows or estimated sales price, requires management judgement and assumptions. The applied estimates and assumptions are sufficiently reliable for determining fair values. More information on the measurement of fair value of the assets acquired through business combinations is presented in Note 28, Acquisitions and disposals. Defined benefit plans The present value of pension obligations depends on several factors determined on an actuarial basis by using several financial and demo- graphic assumptions, and changes in these assumptions impact the carrying amount of pension obligations. The key financial assumption used in determining the net cost (income) for pensions is the discount rate. The appropriate discount rate is determined at the end of each year and is used to calculate the present value of estimated cash outflows to settle the pension obligation. In determining the appropriate discount rate, Alimak Group considers the yields of high-quality corporate or government bonds, depending on the country, that are denominated in the currency in which the benefits will be paid and that have terms to maturity approximating to the terms of the related pension obligation. Other key assumptions related to pension obligations include financial assumptions such as estimated increases in salaries and pensions, and demographic assumptions such as mortality rates. Additional information on these assumptions and uncer- tainties related to them is disclosed in Note 23, Post-employment benefits. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 122 Annual & Sustainability Report 2025 —

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Revenue recognition When the goods sold are highly customised, revenue is recognised over time using the proportion of cost incurred to date compared to the estimated total cost to measure the progress made towards transferring the control of the good to the customer. This is the case mainly within the Facade Access division where “building maintenance units” are manufac - tured and sold. Application of this method requires either an estimate of the actual costs incurred in proportion to the estimated total costs or an estimate of the contract’s physical stage of completion. Additionally, if the estimate of the outcome of the contract changes, the recognition of revenue and profit is adjusted in the period the change has been identified and can be estimated. Any expected loss from the contract is expensed immediately. Provisions Provisions are reviewed on a regular basis, and when necessary, adjusted to reflect the current best estimate. The actual costs may differ from the estimated costs. The most significant provisions are warranty provisions, which include the cost of repairing or replacing products during the war- ranty period. Restructuring provision is recognised when Alimak Group has prepared a detailed restructuring plan and started the implementation of the plan or communicated the plan. Restructuring costs are the expected costs directly related to restructuring provisions, and other incurred costs that the management considers to be related to restructuring programmes, although not provided for. On 31 December 2025, provisions totalled MSEK 98 (118). Additional information about provisions is disclosed in Note 24, Provisions. Inventories Alimak Group recognises an allowance for obsolete inventory items at the end of the reporting period based on its best knowledge. The estimate is based on a systematic and continuous monitoring of the inventory. The nature, state, age structure and volumes based on estimated need are taken into consideration when estimating the amount of allowance. The amount of allowance for obsolete items in the balance sheet totalled MSEK 152 (160). Additional information about inventories is disclosed in Note 16, Inventories. Fair value of financial assets and liabilities The fair values of financial instruments that are not traded in an active market are determined by using valuation techniques. The fair value of the over-the-counter derivatives used for hedging is determined by using commonly applied valuation techniques, and by maximising the use of available market prices. In applying these techniques, judgement is used to select the applied method, and where appropriate, to make assumptions that are mainly based on existing market conditions on the reporting date. Alimak Group recognises impairments on accounts receivable at the end of the reporting period based on the best knowledge when there is objective evidence that Alimak Group will not be able to collect all amounts due. Estimates are based on systematic and continuous monitoring as part of the credit risk control. The amount of impairment in the balance sheet on 31 December 2025 totalled MSEK 86 (112). Additional information regarding the impairment of accounts receivable is disclosed in Note 19, Trade receivables. 2.2 Application of new and amended IFRS accounting standards and IFRIC interpretation New or amended accounting standards applied in 2025 No new or amended standards have had a material impact on the Group. New or amended accounting standards from 2026 and onwards In April 2024, the IASB issued IFRS 18, which replaces IAS 1 Presentation of Financial Statements. The amendment of IFRS18 will be implemented in 2027. The Group is currently working to identify all impacts the amendments will have on the primary financial statements and notes to the financial statements. There are no other IFRS accounting standards or IFRIC interpretations that are not yet in effect that are expected to have a material impact on the Group. 2.3 Correction of an error A legal review of a pension plan identified that incorrect input parameters were used in calculating the pension liability. Consequently, the historical net pension asset and the consolidated statements of comprehensive income for periods prior to 2024 have been corrected. The error has been corrected by restating each of the affected financial statement line items for the prior periods as follows: IMPACT ON EQUITY (MSEK) 31 Dec 2024 1 Jan 2024 Financial and other non-current assets −41 −41 T otal non-current assets −41 −41 TOTAL ASSETS −41 −41 Deferred tax liabilities −10 −10 T otal non-current liabilities −10 −10 Net impact on equity −31 −31 TOTAL EQUITY AND LIABILITIES −41 −41 Related key figures and ratios have also been restated for the comparison periods. Note 3. Financial risk management The Group is exposed to financial risks. The Board of Directors is responsi - ble for establishing the Group’s financial policy, which comprises guide- lines, targets and limits for financial management and management of financial risks. Group Treasury is tasked with managing the Group’s financial risks. The primary objective of the function is to manage the financial risks to which the Group is exposed in the course of regular business, and to optimise the Group’s net financial items. The Group Treasury function also provides services to Group companies and is required to support subsidiaries with loans, investment facilities and foreign exchange transactions, and to act in an advisory capacity in financial matters. Group Treasury performs internal banking operations and is also responsible for the Group’s cash manage- ment. Currency risk Currency risk is defined as the risk that fluctuations in foreign currencies have an adverse effect on the Group’s cash flow, income statement or balance sheet. Foreign currency fluctuations affect the Group’s results when sales and purchases in subsidiaries are made in different currencies (transaction exposure). The currencies with the highest impact on the Group’s results and net assets are AUD, GBP and USD. The Group’s results are also impacted when the income statements and balance sheets of foreign subsidiaries are translated to SEK (translation exposure). Currency risk affects the Group’s competitive situation in various ways. T ransaction exposure Transaction exposure affects net profit for the sales and purchases made in currencies other than each unit’s functional currency. Since a large percentage of production is concentrated within a few countries, while sales take place in many countries, the Group is exposed to a large net flow of foreign currencies. The exposures are, as far as possible, concentrated to countries where the production is located by invoicing the sales companies in their respective reporting currency. The effects from exchange rate changes are reduced by using incoming currency flows for payments in the same currency and currency hedging. Yearly transaction exposure for essential currencies is shown in the following table. NET CASH FLOW IN NON REPORTING CURRENCY 1) Currency (MSEK) 2025 2024 USD 746 790 GBP 123 223 AUD 136 140 EUR 73 65 CAD 41 54 NOK 44 39 DKK 91 14 Others 132 92 1) The table illustrates the net FX exposures from cash flows in the local entities non-reporting currency, i.e. the transaction exposure. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 123 Annual & Sustainability Report 2025 —

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Trade receivables and payables in other currencies than the subsidiaries reporting currency are hedged through financial instruments. Orders are also hedged at the point of ordering to safeguard the gross margin and investment budget. As per 31 December 31 2025, currency forward contracts were used to hedge these flows. The unrealised net result from outstanding contracts was at year-end MSEK 10 (−5). T ranslation exposure Translation exposure affects net profit for the year when the financial results of subsidiaries in various currencies are translated to SEK and other comprehensive income when net assets in various currencies are trans - lated to SEK. Exchange rates When translating the income statements of foreign subsidiaries to SEK, the average rate for the period concerned is used. The balance sheets are translated to SEK using the closing rate. Currency Average rate 2025 Closing rate, 31 Dec, 2025 Average rate 2024 Closing rate, 31 Dec, 2024 AED 2.67 2.51 2.88 2.99 AUD 6.32 6.17 6.97 6.86 BRL 1.76 1.67 1.97 1.77 CAD 7.02 6.72 7.71 7.64 CNY 1.37 1.32 1.47 1.51 EUR 11.07 10.82 11.43 11.49 GBP 12.92 12.42 13.50 13.85 HKD 1.26 1.18 1.35 1.42 INR 0.11 0.10 0.13 0.13 KRW 0.01 0.01 0.01 0.01 MXN 0.51 0.51 0.58 0.54 NOK 0.94 0.91 0.98 0.97 PLN 2.61 2.56 2.66 2.69 SGD 7.51 7.17 7.91 8.11 TRY 0.25 0.21 0.32 0.31 USD 9.82 9.20 10.56 11.00 Interest rate risk Interest rate risk is defined as the risk that changes in the market interest rate will adversely impact on the Group’s net interest items. How quickly a change in interest rates takes effect depends on the fixed-interest term of the assets or liabilities. The average fixed-interest term for the Group’s borrowing was 2 months (1) at year-end. Drawdowns under the senior credit facilities are fixed with floating interest. The average interest rate on the Group’s interest-bearing loans was 3.22% (4.41) at year-end 2025. The Group’s loan agreements include certain requirements – covenants – regarding key financial ratios. These covenants are represented by the following key financial ratios: – the Group’s net debt, in relation to EBITDA. – the Group’s net debt, in relation to equity. MARKET RISK SENSITIVITY 2025 2024 Change Effect on net profit for the year Effect on share- holders’ equity Effect on net profit for the year Effect on share- holders’ equity Market interest rates 1) % −25 −25 −26 −26 Exchange rates 2) SEK, % 187 784 91 966 USD 12 68 19 84 CNY 8 26 8 21 EUR (Incl. DKK) 158 606 41 763 AUD 3 44 6 46 GBP 2 13 5 16 AED −6 3 1 10 HKD 2 4 1 4 BRL 2 6 3 5 Others 5 14 6 16 1) Annual effect of 1% increase in all interest rates. 2) Effect from translation exposure of a unilateral weakening in SEK of 10% against all currencies. The table above shows the estimated effects of a parallel shift in all exchange rates and interest rates. The sensitivity analysis shows the estimated effects after tax, without taking the effects of cash flow hedges into account and with all other parameters assumed to be constant when the change in exchange rate or interest rate takes place. Financing and liquidity risk Financing risk is the risk that the Group cannot obtain adequate financing on acceptable terms at any given point in time. As per December 2025, the Group had a multi-currency senior revolving facility of MEUR 50 with maturity 2027, a senior revolving credit facility of MSEK 2,000 maturing in 2028 and a Term Loan of MEUR 300 maturing in 2027. Liquidity risk is defined as the risk that the Group cannot fulfil its short-term payment obligations. Under the financial policy of the Group, the liquidity reserve shall at all times be maintained such that it can cover the anticipated fluctuations in the daily business over a period of six months ahead. As per December 2025, the total amount of undrawn borrowing facilities that is available to fulfil short-term payment obligations was MSEK 2,740. Credit risk Credit risk is the risk that the counterpart in a transaction does not fulfil its contractual obligations. The maximum credit exposure is equal to the carrying amount of the Group’s financial assets. Given the Group’s distribution of customers and the fact that the customers operate in different market and geographical segments, the general underlying credit risk is regarded as relatively low. In addition, a large share of the credit risk is covered by credit insurance. Major exposures are subjected to credit assessments on a case-by-case basis. The Group’s financial assets that have neither matured nor been impaired are considered to have high credit ratings. MAXIMUM CREDIT EXPOSURE 31 Dec, 2025 31 Dec, 2024 Other long-term receivables 159 243 Trade receivables 1,261 1,341 Derivatives, net 10 −5 Other financial receivables 122 125 Cash and bank balances 1,159 1,095 T otal 2,709 2,799 The Group has entered into ISDA agreements with all financial counterparts used for trading derivative financial instruments under which the Group has a right to set-off if certain credits events were to occur. This means the Group’s actual credit risk is limited to the net asset per counterparty. Commodity risk Commodity risk is defined as the risk that fluctuations in commodity prices will adversely affect the Group’s profit. The Group’s risk in connection with commodities is mainly confined to steel. The Group does not hedge commodity price risks. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 124 Annual & Sustainability Report 2025 —

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Note 4. Segment reporting Operating segments Alimak Group has five operating segments called Divisions: Facade Access, Construction, Height Safety & Productivity Solutions, Industrial and Wind. The operating segments are the Group’s primary basis of classification. Facade Access The division offers permanent building maintenance systems and facade access solutions available for every building structure regardless of its simplicity or complexity. It also offers services such as spare parts, certifications and refurbishments. Industrial The division offers a wide range of elevators and platforms for permanent use across a broad spectrum of industries and harsh environments. It also offers service contracts to maintain the reliability of the solutions which can be in use for up to 20–30 years. Construction The division offers a wide range of hoists, elevators and platforms based on rack-and-pinion technology. These are used temporarily during construction and refurbishment projects. It aslo offers services such as spare parts and certifications. Height Safety & Productivity Solutions The division offers a globally recognised and respected portfolio including Personal Protection Equipment (PPE), confined space access and rescue equipment for fall protection, and installed systems such as safety ladders, guardrails, and lifelines. Wind The division offers products, solutions and training courses for safe work in wind turbines, such as service lifts and ladders, with the aim of helping customers make wind energy cost competitive. It also provides services. Geographical markets The Group operates worldwide and normally all operating segments are represented in the geographical regions of EMEA, Americas and APAC. REVENUE AND PROFIT PER OPERATING SEGMENT Jan–Dec 2025 Facade Access Industrial Con- struction HS&PS Wind Elimination and Other T otal, Group External customers 1,912 1,542 1,530 1,249 640 − 6,874 Inter-segment 7 2 3 44 1 −56 − T otal revenue 1,919 1,544 1,533 1,292 641 −56 6,874 Gross Profit 627 735 575 672 237 −87 2,759 Gross Margin,% 32.7% 47.6% 37.5% 52.0% 37.0% − 40.1% EBITA* 233 393 215 229 124 −74 1,119 EBITA* % 12.2% 25.4% 14.0% 17.7% 19.3% − 16.3% (of which depreciations) −48 −24 −98 −43 −17 0 −230 Amortisations − 38 −2 −24 −74 −4 − −142 Operating profit (EBIT) 195 391 191 155 120 −74 977 Financial Net − − − − − −168 −168 Profit before T ax (EBT) 195 391 191 155 120 −242 810 Trade receivables 365 276 262 226 131 0 1,261 Inventories & Contract Assets 360 205 426 342 98 − 1,431 Trade payables −112 −67 −90 −56 −41 −8 −373 Other receivables/liabilities −365 −121 −129 −62 −41 0 −718 Working capital 248 293 470 450 147 −8 1,601 Investments 16 36 115 14 5 − 187 Jan–Dec 2024 Facade Access Industrial Con- struction HS&PS Wind Elimination and Other T otal, Group External customers 1,978 1,535 1,617 1,276 693 − 7,099 Inter-segment 7 − 8 84 − −99 − T otal revenue 1,985 1,535 1,626 1,360 693 −99 7 ,099 Gross Profit 631 695 605 700 254 −32 2,852 Gross Margin,% 31.8% 45.3% 37.2% 51.4% 36.7% − 40.2% EBITA* 233 378 228 250 133 −23 1,198 EBITA* % 11.7% 24.6% 14.0% 18.4% 19.1% − 16.9% (of which depreciations) −53 −21 −109 −43 −26 − −252 Amortisations −87 −2 −26 −79 −6 − −201 Operating profit (EBIT) 146 375 202 172 127 −23 998 Financial Net − − − − − −188 −188 Profit before T ax (EBT) 146 375 202 172 127 −210 810 Trade receivables 421 288 252 227 154 − 1,341 Inventories & Contract Assets 441 206 503 321 98 − 1,570 Trade payables −162 −59 −93 −67 −55 −8 −444 Other receivables/liabilities −381 −138 −202 −125 −20 −21 −887 Working capital 320 297 460 357 177 −29 1,581 Investments 15 8 80 14 6 4 126 * Definitions see page 158. Allocation of Goodwill per segment are reported in Note 13. Items affecting comparability of MSEK –74 (–23) consist of Facade Access division restructuring cost MSEK –60 and the phasing out of one remaining legacy project MSEK –40 and partially offset by the Mannendorf real estate sale MSEK 27. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 125 Annual & Sustainability Report 2025 —

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GEOGRAPHICAL MARKETS Revenues 2025 2024 Australia 520 453 Canada 256 240 China 487 474 Denmark 297 273 France 507 557 Germany 340 356 India 138 124 Italy 139 141 Luxemburg 136 172 Netherlands 239 300 Norway 175 230 Saudi Arabia 85 60 Singapore 89 94 Spain 198 219 Sweden 59 58 United Arab Emirates 296 268 United Kingdom 503 552 United States 1,732 1,906 Other Markets 679 622 T otal 6,874 7 ,099 No customer represents more than 10% of total Group revenue. Intangible assets and Property, plant & equipment 2025 2024 Australia 104 113 Canada 94 79 China 22 14 Denmark 22 23 France 197 218 Germany 152 133 Luxembourg 13 98 Netherlands 75 112 Spain 79 76 Sweden 96 114 United Kingdom 28 28 United States 66 42 Other Markets 82 5 Goodwill, trademarks and customer relations* 7,846 8,469 T otal 8,875 9,523 * not allocated to geographical markets Note 5. Revenue REVENUE SPLIT 2025 2024 Regions EMEA 3,314 3,478 APAC 1,421 1,327 Americas 2,139 2,295 T otal 6,874 7 ,099 Equipment Facade Access 1,122 1,178 Industrial 672 695 Construction 952 1,016 Height Safety & Productivity Solutions 1,115 1,143 Wind 396 472 Internal –42 –68 T otal Equipment 4,216 4,435 Service Facade Access 797 807 Industrial 872 840 Construction 580 610 Height Safety & Productivity Solutions 177 217 Wind 245 221 Internal –14 –30 T otal Service 2,657 2,664 T otal 6,874 7 ,099 Note 6. Operating costs 2025 2024 Raw materials and consumables −2,284 −2,387 Personnel costs −2,475 −2,470 Depreciation/amortisation −372 −453 Other costs −765 −792 T otal −5,896 −6,102 REVENUE RECOGNITION METHODS 2025 2024 Over time Facade Access 1,122 1,178 Industrial 75 94 Construction 273 324 Height Safety & Productivity Solutions − − Wind − − T otal Over time 1,471 1,595 Point in time Facade Access 797 807 Industrial 1,469 1,441 Construction 1,260 1,302 Height Safety & Productivity Solutions 1,292 1,360 Wind 641 693 Interdivision elimination −56 −99 T otal Point in time 5,403 5,504 T otal 6,874 7 ,099 See also Note 17 Contract assets, liabilities and performance obligations. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 126 Annual & Sustainability Report 2025 —

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Note 7. Number of full time employees, employee benefits and remuneration to Board of Directors and Senior Executives 2025 2024 Number of full time employees Of whom, women, % Number of full time employees Of whom, women, % Australia 151 10 136 11 Belgium 4 0 8 0 Brazil 37 19 32 19 Canada 157 20 160 20 China 317 19 303 19 Denmark 44 15 45 20 Finland 19 16 19 16 France 286 21 295 20 Germany 213 21 223 26 India 42 7 45 7 Italy 33 27 32 29 South Korea 13 8 12 8 Luxembourg 52 17 58 23 Malaysia 59 17 49 10 Mexico 22 55 19 58 Netherlands 80 12 80 11 Norway 61 7 54 9 Poland 99 12 104 14 Portugal 12 25 12 17 Singapore 68 13 67 13 Spain 301 14 321 14 Sweden 341 20 350 19 Switzerland 9 11 5 0 Turkey 15 73 19 58 United Arab Emirates 120 4 127 4 United Kingdom 176 19 183 20 United States 226 17 199 18 T otal 2,956 17 2,957 18 2025 2024 Breakdown of salaries and other remuneration, by board members and other employees (excl. pensions and social security contributions) Board of Directors and President Other employees Board of Directors and President Other employees Sweden 16 208 15 198 (Of which, bonuses etc.) (2) (15) (4) (12) Outside Sweden – 1,660 – 1,684 (Of which, bonuses etc.) (–) (64) (–) (75) T otal, Group 16 1,868 15 1,882 (Of which, bonuses etc.) (2) (79) (4) (86) 2025 2024 Group’s gender breakdown in corporate management Of whom, women, % Of whom, women, % Board of Directors 50 50 Other senior executives 27 30 Personnel expenses 2025 2024 Salaries and benefits 1,880 1,894 Social welfare contributions 457 444 Other personnel expenses 138 132 T otal, Group 2,475 2,470 (Of which, pension costs included in social security costs) (77) (81) Of the Group’s pension costs, MSEK 0 (–2) refer to the category of Board of Directors and CEO. The Group’s outstanding pension commitments to the latter amount to MSEK 27 (28). Long-term incentive programme (LTI) During 2025 the Annual General Meeting resolved to implement a long-term share-based incentive programme in the form of a call option programme. The programme was launched during the year and was offered to the CEO, members of Group Management, executive manage - ment in the Divisions and certain employees at the Group functions. In total 592,000 options were acquired by 46 participants. The Group CEO acquired 100,000 options. Valuation models from Black & Scholes are used for the exercise price. More information about the call option programme can be found in the notice to the Annual General Meeting in 2025. Y ear No.issued options Option price Exercise price 2025/2029 592,000 13.88 158.20 2024/2028 755,000 11.43 132.00 2023/2027 723,000 7.57 80.35 2022/2026 369,000 7.90 63.90* * During 2023, Alimak Group completed a rights issue. The exercise price has been recalculated to reflect that. In the 2025/2029, 2024/2028 and 2023/2027 programmes, each option gives the participant the right to purchase one share. In the 2022/2026 programme, each option gives the participant the right to purchase 1,35 shares. None of the programmes have marked conditions. A total of MSEK 8 has been reported as Issued call options as part of the Group's equtiy in 2025 related to the long-term incentive programme for 2025. The call option programme from 2021 matured during 2025. 2,000 options were redeemed for shares and 356,000 options were redeemed at market value. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 127 Annual & Sustainability Report 2025 —

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2025 Salary/ Board fee Variable remuneration1) Other benefits Pension cost T otal Board of Directors Johan Hjertonsson, Board Chairman 1.0 – – – 1.0 Helena Nordman-Knutson 0.5 – – – 0.5 Petra Einarsson 0.4 – – – 0.4 Tomas Carlsson 0.5 – – – 0.5 Sven Törnkvist 0.4 – – – 0.4 Zeina Bain 0.4 – – – 0.4 Heléne Mellquist 0.4 – – – 0.4 Annette Rinck – – – – – President & CEO Ole Kristian Jødahl 9.4 1.5 1.2 0 12.1 Other senior executives (10 persons) 25.4 5.7 1.4 3.2 35.6 T otal 38.4 7. 3 2.6 3.2 51.4 1) Refers to variable compensation earned in 2025 to be paid in 2026. 2024 Salary/ Board fee Variable remuneration Other benefits Pension cost T otal Board of Directors Johan Hjertonsson, Board Chairman 1.0 − – – 1.0 Helena Nordman-Knutson 0.5 – – – 0.5 Petra Einarsson 0.4 – – – 0.4 Tomas Carlsson 0.4 – – – 0.4 Sven Törnkvist 0.4 – – – 0.4 Zeina Bain 0.4 – – – 0.4 Heléne Mellquist – – – – – President & CEO Ole Kristian Jødahl 6.4 4.3 1.1 1.9 13.8 Other senior executives (9 persons) 25.0 8.1 1.8 2.4 37 .3 T otal 34.4 12.4 2.9 4.3 54.0 Board of Directors Fees have been paid to the Chairman and Board members in accordance with the resolution of the 2024 AGM. Under a resolution of the 2025 AGM, the annual fees to Board members elected by the AGM total SEK 4,059,000. Of this amount, SEK 1,035,000 shall be paid to the Board Chairman and SEK 414,000 each to other Board members. Furthermore, it was decided that a fee of SEK 180,000 shall be paid to the chairman of the Audit Committee, SEK 100,000 to the chairman of the Remuneration Committee, SEK 100,000 to each member of the Audit Committee (excluding the chairman) and SEK 60,000 to each member of the Remuneration Committee (excluding the chairman). The Audit Committee consists of Helena Nordman- Knutson (chair), Tomas Carlsson, and Heléne Mellquist. The Remuneration Committee consists of Johan Hjertonsson (chair) and Petra Einarsson. The Board members are not entitled to any benefits after leaving the Board. The President & CEO and the employee representatives are not paid Board fees. Group Leadership T eam Remuneration to the President & CEO and other members of the Group Leadership Team consists of base salary, variable salary, other benefits and pension. The variable renumeration may be up to 70% of the fixed renumeration for the CEO and up to 50% for other senior executives. President & CEO For the President & CEO, Ole Kristian Jødahl, a salary of SEK 9,367,000 was paid in 2025. Ole Kristian Jødahl received other benefits amounting to SEK 1,215,000. The pension commitment has been fulfilled thorugh a cash salary supplement. Until May 2023, the pension premiums were placed in a direct pension plan classified and accounted for as a defined contribution plan. The direct pension plan is guaranteed through pledged endowment policies owned by the Company. Ole Kristian Jødahl’s pensionable age is 65. His notice period is 6 months, while 12 months applies if the contract is terminated by the Company. The President & CEO is entitled to severance pay amounting to 12 months’ base salary. Other members of the Group Leadership T eam The members of the Group Leadership Team – senior executives – who are employed in Sweden are entitled to pension benefits corresponding in all essential apects to the Swedish ITP pension plan. Senior executives who are not employed in Sweden are generally covered by defined contribution pension plans. In most cases, the pensionable age for senior executives is 65. All senior executives have a notice period of 6 months if the employment is terminated by the Company. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 128 Annual & Sustainability Report 2025 —

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Note 12. Income tax The Group’s tax cost for the year totalled MSEK –206 (–187), corresponding to an effective tax rate of 25.4% (23.1). Income tax expense 2025 2024 Current year tax expense −246 −219 Deferred tax 41 32 T otal −206 −187 Reconciliation of effective tax 2025 2024 Income before taxes 810 810 Tax expense at Swedish tax rate 20.6% −167 −167 Effect of different tax rates in foreign subsidiaries −33 −17 Tax expense for previous years −4 19 Tax exempt income and non-deductible expenses −8 −7 Previously unrecognised tax losses and temporary differences 16 8 Unrecognised current year tax losses and temporary differences −2 −14 Effect of changes in tax rates 0 0 Withholding tax −4 −6 Other −3 −3 Income tax expense −206 −187 Effective tax rate in % 25.4 23.1 The effect of different tax rates in foreign subsidiaries mainly comes from the profits generated in Australia, Brazil, Canada, Germany, and United States where the corporate income tax rates are higher than in Sweden. Pillar Two legislation has been enacted or substantively enacted in certain jurisdictions in which the Group operates. However, this legislation does not apply to the Group as its consolidated revenue is lower than MEUR 750. Deferred tax The tables below show deferred tax assets and liabilities per category at the end of each reporting period and the movement in net deferred tax during the year. 31 Dec, 2025 31 Dec, 2024 Deferred tax assets Property, plant and equipment 23 22 Intangible assets 8 − Financial instruments 6 7 Inventories 22 23 Current receivables 6 10 Provisions 50 31 Loss carry-forwards 18 55 Other deferred tax assets − − T otal 133 148 Deferred tax liabilities Property, plant and equipment 28 25 Intangible assets 653 735 Provisions* 27 20 Untaxed reserves 29 52 Other deferred tax liabilities 7 7 T otal* 745 839 2025 2024 Changes in deferred taxes, net Opening balance, 1 Jan* −691 −706 Acquisitions − − Recognised in income statement 41 32 Recognised in other comprehensive income 39 −21 Translation differences − 4 Closing balance, 31 Dec* −611 −691 *Restated in the comparison period, see Note 2.3 Deferred tax assets on tax loss carryforwards are reported to the extent that the realisation of the related tax benefit through future taxable profits is probable also when considering the period during which the losses can be utilised. As of 31 December 2025, the total amount of tax loss carryforwards was MSEK 176 (326). The deferred tax relating to the recognised losses amounted to MSEK 18 (55). TAX LOSS CARRYFORWARDS Recognised Not recognised 31 Dec, 2025 31 Dec, 2024 31 Dec, 2025 31 Dec, 2024 Expires within five years − 14 35 38 Expires in more than five years − 4 10 1 No expiration date 107 177 24 92 T otal tax loss 107 195 69 131 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 130 Annual & Sustainability Report 2025 —

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Note 13. Goodwill and intangible assets 2025 Goodwill T rademark Customer relations T echnology Development costs T otal Accumulated historical cost Opening balance, 1 Jan 6,344 1,243 1,585 138 155 9,465 Acquisitions 75 7 17 − − 99 This years gross investment − − − 2 7 9 Sales, disposals − −1 − −1 −24 −26 Translation differences for the year −466 −90 −109 −10 −13 −688 Closing balance, 31 Dec 5,953 1,160 1,493 130 125 8,860 Accumulated amortisation and write-down Opening balance, 1 Jan −235 −7 −461 −86 −131 −920 Sales, disposals − 1 − 1 23 25 Amortisations for the year − −2 −109 −25 −5 −142 Translation differences for the year 13 1 41 7 9 70 Closing balance, 31 Dec −222 −8 −530 −104 −104 −967 Carrying amount at year-end 5,731 1,151 963 26 21 7 ,892 2024 Goodwill T rademark Customer relations T echnology Development costs T otal Accumulated historical cost Opening balance, 1 Jan 6,109 1,193 1,532 135 146 9,116 Acquisitions 1 − − − − 1 This years gross investment − − − 1 5 6 Sales, disposals − − − −3 −5 −8 Translation differences for the year 234 48 53 5 10 350 Closing balance, 31 Dec 6,344 1,243 1,585 138 155 9,465 Accumulated amortisation and write-down Opening balance, 1 Jan −227 −5 −333 −58 −73 −696 Sales, disposals − − − 3 5 7 Amortisations for the year − −2 −115 −29 −55 −201 Translation differences for the year −7 − −14 −2 −8 −31 Closing balance, 31 Dec −235 −7 −461 −86 −131 −920 Carrying amount at year-end 6,109 1,236 1,124 52 24 8,545 The trademarks acquired through business combinations have been valued at fair value in connection with the acquisition. These trademarks with value MSEK 1,146 have been assessed to have indefinite useful lives and it is estimated that they will create cash flow for an indefinite period. The estimate is based on their global, regional or customer segment specific market leadership and their long history. The trademarks are continuously developed and are tested for impairment whenever goodwill is reviewed for impairment. Other trademarks are amortised over 10 years. GOODWILL AND INTANGIBLE ASSETS WITH INDEFINITE USEFUL LIFES HAS BEEN ALLOCATED TO THE FOLLOWING CASH GENERATING UNITS, MSEK: 31 Dec 2025 Goodwill 31 Dec 2025 T rademark Facade Access Division 1,498 548 Industrial Division 786 4 Construction Division 2,013 70 Height Safety & Productivity Solutions Division 1,186 308 Wind Division 248 216 T otal 5,731 1,146 Goodwill and intangible assets with indefinite usefull lifes is reviewed for potential impairment whenever there is an indication that the current value may be impaired, or at least annually. Impairment testing of goodwill is carried out by allocating goodwill to the lowest cash generating unit level (CGU) which generates independent cash flows. These levels have been identified according to the operative business organisation to be the reported operating segments. The recoverable amounts of the cash generating units (CGU) are determined on the basis of value-in-use calculations. The future cash flow projections are based on the strategic plans approved by the top management and the Board of Directors. Cash flow projections cover 5 years, of which the last year is used to define the terminal value. Cash flows beyond the forecast period are projected by using a 2% long-term growth rate. The key assumptions made by the management in the projections relate to market and profitability outlooks. Market share and growth potential in both new equipment and service markets have been taken into account when defining future sales growth. Key factors affecting profitability are sales volume, competitiveness and cost efficiency. The utilisation rate of factories and assembly units and their cost competitiveness have an impact on profitabil - ity. The ongoing profit improvement programme is expected to further improve the profitability in the coming years. The discount rate used in the impairment testing is the weighted average cost of capital (WACC) that reflects the total cost of equity and debt, and the market risks related to the Group. Components of WACC are the risk-free interest rate, market risk premium, Alimak Group’s beta, gearing and credit spread. The WACC used is 9.1% (9.8) . As a result of the impairment tests performed no impairment loss was recognised in 2025. The net present value for each cash generating unit is dependent on the assumptions made when calculating the discounted cash flows. Alimak Group has made simulations of how the net present value changes if important assumptions would change. The sensitivity analysis shows that no changes of discount rate within reasonable limits would cause the net present value to be lower than the carried value of net assets. There is substantial headroom for changes to all the important parameters that could lead to an impairment need. Forecasts for sales growth and EBIT margin are also included in the sensitivity analysis and changes within reasonable limits of these parameters will not lead to an impairment need for any of the cash generating units. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 131 Annual & Sustainability Report 2025 —

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Note 14. Property, plant and equipment 2025 Land and buildings Plant and machinery Equipment, tools, fixtures and fittings Rental equipment T otal Accumulated historical cost Opening balance, 1 Jan 403 273 133 512 1,322 Acquisitions − − 1 − 1 Gross investments 49 27 19 81 176 Sales and disposals, etc. −78 −9 −25 −42 −154 Reclassifications − − − − − Translation differences for the year −26 −15 −42 −45 −128 Closing balance, 31 Dec 347 278 87 506 1,218 Accumulated depreciation Opening balance, 1 Jan −95 −141 −85 −323 −642 Sales and disposals, etc. 37 8 24 35 104 Depreciation according to plan for the year −10 −20 −24 −41 −96 Reclassifications − − − − − Translation differences for the year 10 11 36 24 80 Closing balance, 31 Dec −58 −142 −50 −306 −554 Carrying amount at year-end 289 137 38 200 664 2024 Land and buildings Plant and machinery Equipment, tools, fixtures and fittings Rental equipment T otal Accumulated historical cost Opening balance, 1 Jan 367 257 114 536 1,275 Gross investments 23 19 26 53 120 Sales and disposals, etc. −1 −11 −29 −88 −129 Reclassifications − 0 − − − Translation differences for the year 14 8 23 11 55 Closing balance, 31 Dec 403 273 133 512 1,322 Accumulated depreciation Opening balance, 1 Jan −79 −124 −69 −344 −615 Sales and disposals, etc. 1 10 28 77 116 Depreciation according to plan for the year −10 −21 −24 −51 −106 Reclassifications − − − − − Translation differences for the year −6 −6 −20 −6 −37 Closing balance, 31 Dec −95 −141 −85 −323 −642 Carrying amount at year-end 309 133 49 189 679 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 132 Annual & Sustainability Report 2025 —

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Note 15. Right-of-use assets and lease liabilities RIGHT -OF-USE ASSETS 2025 Premises Vehicles Other machinery and equipment T otal Accumulated historical cost Opening balance, 1 Jan 400 133 13 545 New contracts 142 54 7 203 Sales and disposals −98 −29 −4 −131 Translation differences for the year −36 −11 −1 −48 Closing balance, 31 Dec 407 147 14 569 Accumulated depreciation Opening balance, 1 Jan −181 −58 −7 −247 Depreciation for the year −94 −38 −3 −135 Sales and disposals 81 25 3 110 Translation differences for the year 16 5 1 21 Closing balance, 31 Dec −178 −66 −7 −250 Carrying amount at year-end 229 81 8 319 LEASE LIABILITIES 2025 Premises Vehicles Other machinery and equipment T otal Non current lease liabilities 152 44 5 201 Current lease liabilities 86 40 3 129 T otal carrying value lease liabilities 238 84 8 330 Maturity analysis undiscounted contractual leasing payments 1–12 months 91 42 3 136 13–36 months 110 41 4 156 37–60 months 52 8 1 61 > 60 months 13 2 0 15 T otal 267 93 9 368 RIGHT -OF-USE ASSETS 2024 Premises Vehicles Other machinery and equipment T otal Accumulated historical cost Opening balance, 1 Jan 352 108 11 471 New contracts 125 52 3 180 Sales and disposals −91 −32 −2 −125 Translation differences for the year 14 5 0 19 Closing balance, 31 Dec 400 133 13 545 Accumulated depreciation Opening balance, 1 Jan −145 −46 −6 −197 Depreciation for the year −97 −38 −3 −138 Sales and disposals 67 29 2 97 Translation differences for the year −6 −2 0 −8 Closing balance, 31 Dec −181 −58 −7 −247 Carrying amount at year-end 219 75 5 299 LEASE LIABILITIES 2024 Premises Vehicles Other machinery and equipment T otal Non current lease liabilities 151 43 3 197 Current lease liabilities 76 35 2 113 T otal carrying value lease liabilities 227 78 5 310 Maturity analysis undiscounted contractual leasing payments 1–12 months 84 37 2 124 13–36 months 92 40 1 135 37–60 months 36 5 1 42 > 60 months 26 0 0 26 T otal 239 82 5 326 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 133 Annual & Sustainability Report 2025 —

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IMPACT ON CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME 2025 2024 Depreciations of Right-of-use assets included in: Cost of sales −94 −97 Selling costs −12 −14 Administration cost −28 −26 Development cost −1 −1 T otal −135 −138 Included in Interest expenses −16 −14 IMPACT ON CONSOLIDATED STATEMENTS OF CASH FLOW 2025 2024 Included in cash flow from Operating activities: Paid interest −16 −14 Included in cash flow from Financing activities: Repayment of lease liabilities −135 −128 The Group applies the exceptions for low value or short-term leases allowed under IFRS 16. Note 16. Inventories 31 Dec 2025 31 Dec 2024 Raw materials and consumables 357 404 Work in progress 413 436 Finished products and goods for resale 423 408 T otal 1,193 1,249 The inventory value includes a provision of MSEK 152 (160) for obsolescence. Note 17. Contract assets and liabilities CONTRACT BALANCES WITH CUSTOMERS 2025 Contract assets Contract liabilities Opening balance, 1 Jan 321 311 New advances from customers − 87 Increase (+)/Decrease (–) due to revenue recognised 626 −121 Increase (+)/Decrease (–) due to transfers to receivables −640 − Revaluations −6 − Translation differences −64 −41 Closing balance, 31 Dec 238 236 2024 Contract assets Contract liabilities Opening balance, 1 Jan 338 326 New advances from customers − 79 Increase (+)/Decrease (–) due to revenue recognised 370 −103 Increase (+)/Decrease (–) due to transfers to receivables −470 − Revaluations 51 − Translation differences 31 9 Closing balance, 31 Dec 321 311 The increases/decreases in the tables above related to contract assets reflect the total adjustment needed to align revenue recognition for work completed but not yet invoiced at year-end. Out of the total balance of MSEK 238 (321), MSEK 216 (285) is estimated to be invoiced within one year. Note 18. Financial assets and liabilities 31 Dec 2025 31 Dec 2024 Financial assets & liabilities measured at amortised cost Carrying value Carrying value Assets Other long term receivables 159 243 Trade receivables 1,261 1,341 Other short term receivables 122 125 Cash and cash equivalents 1,159 1,095 T otal assets 2,699 2,804 Liabilities Long-term borrowings 3,235 3,428 Long-term lease liabilities 201 197 Short-term borrowings 1 0 Short-term lease liabilities 129 113 Trade payables 373 444 Other financial liabilities 401 476 T otal liabilities 4,339 4,658 Financial assets & liabilities measured at fair value 31 Dec 2025 31 Dec 2024 Assets Derivatives in hedge accounting Level 2 11 4 Other financial receivable, Level 3 − 11 T otal assets 11 15 Liabilities Derivatives, Level 2 2 8 Other long term liabilities, Level 3 5 − Other short term liabilities, Level 3 − 29 T otal liabilities 7 37 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 134 Annual & Sustainability Report 2025 —

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The interest rate on interest-bearing liabilities is in line with market terms at December 31 2025, and the fair values at the end of the reporting period therefore in all material aspects correspond to the carrying amount. The fair value of long and short term liabilities to credit institutions is calculated for disclosure purposes, by discounting future cash flows at the current interest rate for the remaining term to maturity. The Group classifies financial assets and liabilities measured at fair value in a fair value hierarchy based on the information used in the valuation of each asset and liability. During the financial year, no financial assets or financial liabilities were reclassified among the valuation categories. Currency derivatives are valued at fair value by discounting the difference between the contracted forward rate and the forward rate that can be subscribed for on the balance sheet date for the remaining contract period. A risk-free interest rate based on government bonds is applied for discounting. Level 1 – Quoted prices for identical assets and liabilities on an active market. Level 2 – Quoted prices on markets that are not active, quoted prices for similar assets and liabilities, information other than quoted prices that are observable directly or indirectly primarily for the instrument’s entire term and input data for valuation models obtained from observable market data. Level 3 – Information that is important for the asset’s or liability’s present value is not observable, unless the Group’s own assessments are applied. The item Other financial receivables is related to investment in financial instruments and was calculated according to fair value. During 2025, the financial instrument was valued at MSEK 0 with an impact of MSEK -11 in the consolidated statement of comprehensive income. The financial liability for the Tall Crane earnout was paid during 2025. In 2025, an earnout for the Interlift acquisition was recognised. There were no transfers between Level 2 and Level 3 fair value measure - ments during the year. CHANGES IN LIABILITIES ARISING FROM FINANCING ACTIVITIES 2025 Long-term Borrowings Long-term Lease liabilities Short-term Borrowings Short-term Lease liabilities Derivatives T otal Opening balance, 1 Jan 3,428 197 0 113 8 3,746 Cash flows − −108 0 −27 −7 −134 Other changes 8 105 − 33 − 138 Changes in fair value − − − − 1 1 Translation difference −201 7 0 10 − −184 Closing balance, 31 Dec 3,235 201 1 129 2 3,568 2024 Long-term Borrowings Long-term Lease liabilities Short-term Borrowings Short-term Lease liabilities Derivatives T otal Opening balance, 1 Jan 3,579 180 28 92 3 3,882 Cash flows −274 −106 −28 −22 7 −423 Other changes − 125 − 46 − 171 Changes in fair value − − − − −1 −1 Translation difference 123 −2 0 −2 − 119 Closing balance, 31 Dec 3,428 197 0 113 8 3,747 Note 19. Trade receivables 2025 2024 T rade receivables, gross 1,347 1,453 Accumulated reserve for credit losses, opening balance, 1 Jan −112 −103 Provisions for the year −23 −30 Reversals of provisions for the year 37 26 Exchange rate differences 12 −4 Accumulated reserve for credit losses, closing balance, 31 Dec −86 −112 T rade receivables, net at year-end 1,261 1,341 Age analysis for accounts receivable not considered bad debts 31 Dec 2025 31 Dec 2024 not due 788 836 1–30 days 212 219 31–90 days 139 151 91–120 days 30 41 > 120 days 92 94 T otal at year-end 1,261 1,341 Note 20. Prepaid expenses and accrued income 31 Dec 2025 31 Dec 2024 Prepaid lease charges and rent 9 7 Accrued sales revenue 21 11 Prepaid insurance 33 36 Bank charges and legal costs 7 1 Transport subsidies and fees 3 3 IT services 19 16 Prepaid to vendors 40 55 Other 1 5 Carrying amount at year-end 133 133 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 135 Annual & Sustainability Report 2025 —

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Note 21. Maturity analysis, receivables and liabilities Borrowings Total long-term borrowing is MSEK 3,235, which consists of a Term Loan with a tenor of three years and maturing in October 2027. The average fixed-interest term for long-term borrowing was 2 months (1) at year-end. The average interest rate on the Group’s interest-bearing loans was 3.22% (4.4) at year-end. The Group’s loan agreements with banks contain specific requirements, covenants. These covenants are represented by the following key financial ratios: – the Group’s net debt, in relation to EBITDA. – the Group’s net debt, in relation to equity. The Group’s covenants are calculated on the basis of quarterly financial reporting, as of 31 March, 30 June, 30 September and 31 December. The Group has not breached any covenants during the year or as of 31 December 2025. The long-term loan liabilities subject to covenants amount to MSEK 3,235, as well as two revolving credit facility agreements totaling MSEK 2,541. Asset management Capital comprises both equity and borrowed capital. The aim of capital management in the Group is to ensure the Group’s continued existence and freedom to trade, and to ensure that owners receive a return on funds invested. The division between equity and borrowed capital shall be such that a good balance between risk and return is maintained. The capital structure is adjusted when necessary to meet changes in economic requirements and other global factors. To maintain and adjust the capital structure, the Group can distribute funds, increase equity by issuing new shares or capital contributions or sell assets to reduce liabilities or, alternatively, increase liabilities in order to acquire assets. MATURITY ANAL YSIS, CONTRACTUAL INCOMING/OUTGOING PA YMENTS 31 Dec 2025 Financial assets <1 month 1–12 months 1–5 years >5 years Other long-term receivables – – 62 27 Trade receivables incl. long-term 662 631 37 − Derivatives 5 6 1 − Other financial receivables 50 187 11 − Accrued income 16 6 – − Cash equivalents 47 5 – − Cash and bank 1,054 53 – − T otal 1,833 887 112 27 Financial liabilities <1 month 1–12 months 1–5 years >5 years Borrowings and lease liabilities 11 246 3,564 − Trade payables 209 162 2 − Derivatives 1 1 – − Other financial liabilities 86 84 23 4 Accrued expenses 79 209 35 3 T otal 385 702 3,625 7 Financial liabilities consist of undiscounted amounts, including future interest payments. MATURITY ANAL YSIS, CONTRACTUAL INCOMING/OUTGOING PA YMENTS 31 Dec 2024 Financial assets <1 month 1–12 months 1–5 years >5 years Other long-term receivables – – 67 97 Trade receivables incl. long-term 704 674 51 − Derivatives − 3 1 − Other financial receivables 62 176 10 − Accrued income 11 5 − − Cash equivalents 35 5 − − Cash and bank 1,019 36 − – T otal 1,831 899 129 97 Financial liabilities <1 month 1–12 months 1–5 years >5 years Borrowings and lease liabilities 9 271 4,023 − Trade payables 283 154 7 – Derivatives 1 7 − − Other financial liabilities 110 89 25 − Accrued expenses 125 384 50 2 T otal 529 904 4,105 2 THE CASH FLOW HEDGE RESERVE IS EXPECTED TO IMPACT BOTH INCOME STATEMENT AND CASH FLOW IN THE PERIODS STATED BELOW 31 Dec 2025 31 Dec 2024 Within 1 year 9 −5 More than 1 year 1 0 T otal 10 −5 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 136 Annual & Sustainability Report 2025 —

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Note 22. Equity and earnings per share Share capital Issued Share capital (SEK) Number of issued shares Quotient value Issued share capital 31 December 2024 2,151,462 107,573,111 0.02 Issued share capital 31 December 2025 2,151,462 107,573,111 0.02 T reasury shares As of December 2025, Alimak Group owns 1,739,911 treasury shares (as per 31 Dec 2024, 1,742,611). Earnings per share and dividends 2025 2024 Net income attributable to owners of the Parent Company (MSEK) 604 623 Average number of outstanding shares, basic (thousands) 105,832 105,831 Effect of employee stock options (thousands) 991 393 Average number of outstanding shares, diluted (thousands) 106,823 106,223 Earnings per share, before dilution (SEK) 5.71 5.89 Earnings per share, after dilution (SEK) 5.65 5.87 Ordinary cash dividend based on number of shares* 3.30 3.00 * Dividend per share according to amount of shares at the time of dividend payment. Note 23. Post-employment benefits Defined contribution pension plans The Group’s defined contribution pension plans cover employees in all companies. Certain employees in some companies are, however, covered by defined benefit pension plans. The defined contribution pension plans primarily cover retirement pensions, sickness pensions and family pensions. The premiums are paid on an ongoing basis throughout the year by the Group company concerned, to various insurance companies. The sizes of the premiums are based on salary. The Group President & CEO is covered by a direct pension plan, which is classified and reported as a defined contribution plan. The direct pension plan is guaranteed via a pledged endowment policy owned by the Company. Defined benefit pension plans The Group’s defined benefit pension plans cover employees mainly in Sweden, UK, Luxembourg, Germany and France. In addition, defined benefit pension plans are to a lesser extent operated in Italy and Poland. According to these defined benefit plans, employees have a right to pension benefits based on their pensionable income and number of years of service. The pension plans primarily cover retirement pensions, retirement indemnities, sickness pensions and family pensions. The pension plan in the UK is funded and there is no asset ceiling. The plan operates a defined scheme that pays out pensions at retirement based on service and final pay. The cover scheme operates under UK trust law and the trust is a separate legal entity. The pension plan in France cover the retirement indemnities and is insured. There are no insurance limits or minimum funding requirements. The pension plans in Germany cover pensions, early retirements and jubilee. The plans are unfunded. The pension plans provides a contribu - tion-based plan with guarantee and is offered to employees completing at least 3 years in the company. The plans covering the pension are closed, the employees no longer acquire any rights. The pension plan in Sweden is secured through balance sheet provisions combined with credit insurance in the PRI Pension Guarantee and via pension insurance in Alecta. In Luxembourg the pension plan is closed. The employees no longer acquire any rights, the plan is unfunded and provides a final salary pension plan. A sensitivity analysis has been performed for the defined benefit plans. If the discount rate were to decrease by 0.5 percentage points this would increase the value of the Swedish pension liability by MSEK 1, the German pension liability by MSEK 2, the liability in Luxembourg by MSEK 2, the liability in France by MSEK 1 and the UK net asset would decrease by MSEK 5. No changes in the other relevant actuarial assumptions are reasonably possible at the date. Pension costs recognised in the income statement 2025 2024 Defined benefit plans Cost of pensions earned during the year 3 2 Interest costs, net 0 0 T otal for the period 3 2 Cost of defined contribution pensions 77 81 T otal for the period 80 83 Pension costs recognised in other comprehensive income 2025 2024 Defined benefit pensions Revaluation of pension liabilities –11 25 Revaluation of plan assets 12 10 T otal for the period 1 35 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 137 Annual & Sustainability Report 2025 —

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Carrying amount on the balance sheet 31 Dec 2025 31 Dec 2024 United Kingdom Present value of pension liabilities, funded plans* 113 130 Fair value of plan assets –139 –168 T otal United Kingdom* –26 –38 Sweden Present value of pension liabilities, unfunded plans 27 31 T otal Sweden 27 31 France Present value of pension liabilities, insured plans 20 16 T otal France 20 16 Germany Present value of pension liabilities, unfunded plans 43 53 T otal Germany 43 53 Luxembourg Present value of pension liabilities, unfunded plans 35 35 T otal Luxembourg 35 35 Other countries Present value of pension liabilities, unfunded plans 4 8 T otal other countries 4 8 Carrying amount at end of the period* 104 105 MSEK 26 (38) has been recorded as non-current asset and MSEK 130 (143) has been recorded as provision for pensions. Carrying amount on the balance sheet 2025 2024 Defined contribution plans (Direct pension plan) 27 32 Closing balance, 31 Dec 27 32 Reconciliation of carrying amount on the balance sheet 2025 2024 Opening balance, 1 Jan* 105 69 Cost of pensions earned during the year and administrative expenses 3 2 Interest costs, net 0 0 Revaluation of pension liabilities –11 25 Revaluation of plan assets 12 10 Pension payments directly from employer –12 –11 Contributions from employer 5 5 Other 2 9 Exchange rate differences 0 –3 Closing balance, 31 Dec* 104 105 Reconciliation of present value of pension liabilities 2025 2024 Opening balance, 1 Jan* 273 233 Cost of pensions earned during the year and administrative expenses 3 2 Interest expense 8 8 Revaluation of pensions; – demographic assumptions 1 – – financial assumptions –16 27 – experience-based adjustments 4 –2 Pension payments –12 –11 Pension payments from plan assets –4 –4 Other 2 9 Exchange rate differences –17 11 Closing balance, 31 Dec* 243 273 Reconciliation of plan assets at fair value 2025 2024 Opening balance, 1 Jan 168 164 Interest income 8 8 Return over and above interest income –12 –10 Contributions from employer –5 –5 Pension payments from plan assets –3 –3 Exchange rate differences –17 14 Closing balance, 31 Dec 139 168 Plan assets consist of investments in Deferred Allocation Funding With-Profits at Aviva, the UK’s largest insurance company. The fund’s assets are invested in a mix of stocks, bonds and real estate with an overall risk profile at the low to medium level. In France, the fund policy taken out with PREDICA can replace the company in the payment of retirement benefits. This investment earns a fixed interest of 3.5%. The fair value of the PREDICA fund amounts to MSEK 16 (17), and is recorded as a none-current asset. *Restated in the comparison period, see Note 2.3 Significant actuarial assumptions applied 2025 2024 Sweden: Discount interest rate, % 3.50 3.40 Future pension increases, % 1.70 1.80 Life expectancy DUS23 DUS23 United Kingdom: Discount interest rate, % 5.56 5.15 Future salary increases, % 2.50 2.75 Future pension increases, % 1.85 1.90 Life expectancy PxA16 PxA16 Germany: Discount interest rate, % 4.03 3.33−1.96 Future pension increases, % 2.00−3.00 2.00−2.20 Life expectancy RT 2018 G RT 2018 G France: Discount interest rate, % 4.03 3.20 Future pension increases, % 2.20−2.70 2.50−2.70 Life expectancy INSEE 18−20 INSEE 18−20 Luxembourg: Discount interest rate, % 4.03 2.15 Life expectancy STAT 65−95 (−5) Statec 95−97 Forecast of next year’s cash flow, defined benefit pensions The projected charges for the pension plans for next year amount to MSEK 5 (6). In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 138 Annual & Sustainability Report 2025 —

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Note 25. Accrued expenses and deferred income 31 Dec 2025 31 Dec 2024 Personnel costs 141 141 Interest cost 13 28 Prepaid income 17 27 Project costs, installation projects 111 124 Consulting fees 25 22 Sales comission 10 8 Other items 20 21 T otal 336 370 Note 26. Assets pledged and contingent liabilities 31 Dec 2025 31 Dec 2024 Assets pledged Endowment insurance 33 35 Other 5 7 T otal assets pledged 38 42 Contingent liabilities Guarantee commitments, FPG/PRI 1 1 Other contingent liabilities 601 733 T otal contingent liabilities 601 734 The Group operates defined contribution direct pension schemes covering both the current and former President & CEO. The pension schemes are secured via a pledge of the endowment insurance owned by the Company, whose value at the financial year-end was MSEK 33 (35). Other contingent liabilities are mainly related to indemnity bonds for commitments of Group companies to their customers. Note 27. Bank credit facilities 31 Dec 2025 31 Dec 2024 Credit limits approved 2,722 2,802 Unutilised portion 2,722 2,802 Utilised credit − − The credit facilities contain of two senior revolving facilities of MSEK 2,000 and MEUR 50 and an overdraft facility on a Group cash pool of MSEK 50 as well as a local credit facility in China. The two revolving credit facility agreements contain financial covenants which set requirements that the ratio between total net debt versus EBITDA and equity, respectively, may not exceed certain levels specified in the facility agreements. Note 24. Provisions 2025 Warranty undertakings Personnel costs Safety devices Other provisions* T otal Opening balance, 1 Jan 35 39 14 30 118 Provision for the year 24 9 45 23 100 Amounts utilised −20 −8 −46 −9 −84 Reversal of unutilised amounts −5 0 − −2 −8 Reclassifications 0 −15 − −4 −18 Exchange rate differences −2 −5 0 −4 −11 Closing balance, 31 Dec 30 20 12 36 98 of which short term 2 − − − 2 2024 Warranty undertakings Personnel costs Safety devices Other provisions* T otal Opening balance, 1 Jan 32 37 5 29 103 Provision for the year 28 58 37 18 142 Amounts utilised −18 −58 −28 −20 −125 Reversal of unutilised amounts −8 − − −0 −9 Reclassifications − 0 − 5 5 Exchange rate differences 1 3 − −2 2 Closing balance, 31 Dec 35 39 14 30 118 of which short term 2 – – 1 3 * Provision of MSEK 5, which is earnout of Interlift acquisition in the column for Other provisions in 2025; Provision of MSEK 6 that is left for the closure of the Mammendorf assembly facility in Germany is included in the column for Other provisions in 2024. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 139 Annual & Sustainability Report 2025 —

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Note 28. Acquisitions and disposals CENTURY ELEVATORS INC. Alimak Group acquired one division of Century Elevators Inc. on 31 July 2025. The acquired division sells and services permanent industrial rack-and-pinion elevators and is part of the Alimak Group Industrial division. The acquisition offers several strategic advantages, including a strengthened market position in both the US and Canada through the distribution of high-quality industrial elevators and a robust service presence. Additionally, the transaction brings on board a team of highly skilled professionals, further enhancing the Group’s expertise. The assumed Goodwill arising from the acquisition is attributable to future customers, market position and assembled workforce and is considered tax deductible. The annual revenue of the acquired business in 2024 amounted to MSEK 102 (MUSD 9.7) and it has 10 employees. The purchase price was MSEK 99 (MUSD 10.5), subject to closing working capital adjustments. Acquisi - tion-related costs of MSEK 1 were recorded as an administrative expense in the Consolidated Statement of Comprehensive Income. A deferred tax liability of MSEK 5 related to the fair value adjustments of acquired identifiable assets have been recognised as part of the transaction. The following table summarises the fair value of assets acquired and liabilities assumed at the acquisition date. The amounts are based on a preliminary purchase price allocation and may be subject to change based on valuation of net assets assumed. Acquisition balances at acquisition date MSEK Intangible assets 17 Property, plant and equipment 1 Current assets 43 Deferred taxes −5 Current liabilities −13 Fair value of net assets 43 Goodwill 58 T otal considiration 101 Deferred consideration −2 Cash and cash equivalents acquired − Net cash outflow −99 Deferred considerations consists of adjustment of purchase price based on net working capital assumed on the acquisition date. The net revenue contributed by Century included in the Consolidated Statement of Compre- hensive Income, since the acquisition date has amounted to MSEK 30. The business also contributed with positive operating income during this period. INTERLIFT AB Alimak Group acquired Interlift AB on 1 December 2025. The acquired company is a distributor of height safety and productivity solutions and is part of the Height Safety and Productivity Solutions division. The acquisi - tion offers several strategic advantages, including an increased footprint in the Nordics for the Height Safety and Productivity Solutions division. Additionally, the transaction brings on board a team of highly skilled professionals, further enhancing the Group’s expertise. The assumed Goodwill arising from the acquisition is attributable to future customers, market position and assembled workforce and is not considered tax deductible. The annual revenue of the acquired business in 2024 amounted to MSEK 48 and the company has 10 employees. The purchase price was MSEK 22, subject to closing working capital adjustments. Acquisition-related costs of less than MSEK 1 were recorded as an administrative expense in the Consolidated Statement of Comprehensive Income. An earnout liability (contingent consideration) has been identified and measured at fair value of MSEK 5. The earnout is based on the result of Interlift during 2026 and the range of the earnout is MSEK 0 to MSEK 5. In addition a deferred tax liability of MSEK 1 related to the fair value adjust- ments of acquired identifiable assets has been recognised as part of the transaction. The following table summarises the fair value of assets acquired and liabilities assumed at the acquisition date. The amounts are based on a preliminary purchase price allocation and may be subject to change based on valuation of net assets assumed. Acquisition balances at acquisition date MSEK Intangible assets 7 Current assets 17 Cash and cash equivalents 1 Deferred taxes −1 Financial liabilities −3 Current liabilities −12 Fair value of net assets 9 Goodwill 13 T otal considiration 22 Deferred consideration −4 Cash and cash equivalents acquired −1 Net cash outflow −17 Deferred considerations consists of adjustment of purchase price based on net working capital assumed on the acquisition date and earnout. The net revenue contributed by Interlift included in the Consolidated Statement of Comprehensive Income, since the acquisition date has amounted to MSEK 2. The business also contributed with positive operating income during this period. Note 29. Events after the balance sheet date Refinancing At the end of 2025, the Group had several multi-currency revolving credit facilities with maturities in 2027 and 2028, as well as a Term Loan maturing in 2027. All were refinanced in February 2026. The new financing consists of two long-term multi-currency revolving credit facilities of MEUR 100 and MEUR 450, both maturing in February 2029 and each including options to extend for an additional two years. Covenants were unchanged. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 140 Annual & Sustainability Report 2025 —

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Notes to the Parent Company financial statements Amounts in MSEK unless otherwise indicated. Note A1. Accounting policies Information about the company Alimak Group AB, org. reg. no. 556714-1857, operates in the legal form of a public limited company. Its registered office is in Stockholm, Sweden. The address of the Company’s headquarters is Blekholmstorget 30, SE-111 64 Stockholm, Sweden. The Parent Company applies the Swedish Corporate Reporting Board’s Recommendation RFR 2 Financial Reporting for Legal Entities. Alimak Group AB applies the exception from IFRS 16 allowed under RFR 2. Leases are accounted for as operational. Right-of-use assets and lease liabilities are not recognised in the balance sheet. The Parent Company otherwise applies the same policies as the consolidated Group. Any deviations are commented on separatly. Group contributions and shareholders’ contributions Shareholders’ contributions are taken directly to the equity of the receiver and are capitalised in the shares and participations of the donor, provided that there is no need for impairment. Group contributions are recognised in the income statement as appropriations. Shares in subsidiaries Shares in subsidiaries are recognised in accordance with the historical cost method. Acquisition-related costs for subsidiaries are expensed in the consolidated financial statements and are included as part of the historical cost of participations in subsidiaries in the Parent Company. The carrying amount for shares in subsidiaries is tested for impairment annually or when there is any indication of impairment. Note A3. Number of employees, employee benefits and remuneration to Board of Directors and Senior Executives 2025 2024 Average number of employees Number Of whom, women, % Number Of whom, women, % Sweden 1 0 1 0 2025 2024 Proportion of women in Alimak Group’s Board of Directors and management, % women, % women, % Board of Directors 50 50 Other senior executives 27 30 2025 2024 Salaries, benefits, other remuneration and social welfare contributions Board and CEO Other employees Board and CEO Other employees Salaries, benefits and other remuneration 16 − 15 − (of which, bonuses etc.) (3) − (5) − Social welfare contributions 5 − 5 − (of which, pension costs) 0 − (2) − T otal 21 − 20 − The year’s cost for Board fees, as per the resolution of the 2025 AGM, was MSEK 4.1 (3.6), excluding social welfare contributions. The CEO and former CEO are covered by a direct pension plan that is classified and recognised as a defined contribution plan. The Parent Company’s outstanding commitment referring to this plan amounts to MSEK 20 (21). The direct pension plan is guaranteed via a pledged endowment policy owned by the Company. For further information on remuneration to the Board members, the CEO and other members of Group Management, see Note 7 to the Consolidated financial statements. Note A2. Intra-group sales and purchases Of net sales, 100 (100)% relate to other Group companies. Of operating costs, 25% (33) relate to purchases from other Group companies. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 145 Annual & Sustainability Report 2025 —

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Note A4. Remuneration to auditors 2025 2024 Ernst & Y oung AB Auditing assignment 3 3 Audit work outside the scope of the audit assignment 1 − Tax advice − − Other services − − T otal 4 3 Note A7. Change in untaxed reserves 2025 2024 Change in tax allocation reserves 47 –3 T otal 47 –3 Note A5. Financial income and expense 2025 2024 Financial income Dividend 0 0 Interest income from Group companies 150 287 Interest income, other 5 26 Exchange gains 204 118 T otal 359 431 Financial expense Interest expense to Group companies −8 −31 Interest expense, credit institutions −122 −220 Exchange losses −201 −119 Other financial expense −19 −17 T otal −351 −387 The interest income and expense relate to intercompany financing. The balances and interest are managed via cash pools and intra-group loans. Note A8. Shares in Group companies 2025 2024 Accumulated historical cost Opening balance, 1 Jan 5,198 5,198 Shareholder contributions – – Internal transfer 0 – Closing balance, 31 Dec 5,199 5,198 Accumulated impairment losses Opening balance, 1 Jan – – Impairment losses for the year – – Closing balance, 31 Dec – – Carrying amount at year-end 5,199 5,198 Note A6. Tax Income tax expense 2025 2024 Current taxes −5 −2 Deferred taxes 0 1 T otal –5 –1 Reconciliation of effective tax 2025 2024 Profit before tax 19 8 Tax expense at Swedish tax rate, 20.6% –4 –2 Tax effect non-taxable income 0 1 Tax effect non-deductible expenses 0 0 Deferred tax previous years 0 0 Current taxes previous years –1 0 Income tax expense –5 –1 2025 2024 Deferred tax assets and liabilities Assets Lia bil i- ties Net Assets Lia bil i- ties Net Pensions and similar commitments 5 – 5 5 – 5 T otal 5 – 5 5 – 5 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 146 Annual & Sustainability Report 2025 —

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2025 2024 Subsidiary/ Org. reg. no. / Registered office Holding, % Holding, % Subsidiaries indirectly owned, dormant and holding companies excluded Alimak do Brasil Elevadores Ltda /01.452.037/0001-13/ Sao Paulo, Brazil 100.0 100.0 Alimak Group Australia Pty Ltd /ACN 005 538 947/ Victoria, Australia 100.0 100.0 Alimak Group Benelux BV /20094140/ Tillburg, Netherlands 100.0 100.0 Alimak Group Benelux N.V /0479.695.484/ Wommelgem, Belgium 100.0 100.0 Alimak Group Canada Ltd /105127138/ Port Coquitlam, Canada 100.0 100.0 Alimak Group Denmark A/S /29215146/ Them, Denmark 100.0 100.0 Alimak Group Deutschland GmbH /HRB 229733 / Mammendorf, Germany 100.0 100.0 Alimak Group France SAS /348 000 480/ Neuilly En Thelle, France 100.0 100.0 Alimak Group HK Ltd /409200/ Hong Kong SAR, China 100.0 100.0 Alimak Group India Pvt Ltd /U52341TG2008PTC070216/ Secunderbad, India 100.0 100.0 Alimak Group Italy Srl /83514/ Colle di Val d’Elsa (SI), Italy 100.0 100.0 Alimak Group Korea CO. Ltd /134511-008266/ Seongnam-si, South Korea 100.0 100.0 Alimak Group Malaysia Sdn Bhd /199901025552 (500452-H)/ Bukit Kemuning, Shah Alam, Malaysia 100.0 100.0 Alimak Group Norway A/S /971171898/ Godvik, Norway 100.0 100.0 Alimak Group Singapore Pte Ltd /199905041/ Singapore 100.0 100.0 Alimak Group Sweden AB /556033-7528/ Skellefteå, Sweden 100.0 100.0 Alimak Group Swiss AG /CHE-317.026.357/ Nänikon, Switzerland 100.0 100.0 Alimak Group UK Ltd /00930125/ Rushden, United Kingdom 100.0 100.0 Alimak Group US Inc /2018363415001/ Webster TX, USA 100.0 100.0 Alimak Group Vertical Access Equipment (Changshu)Co /913205817855800000/ Changshu, China 100.0 100.0 Avanti Brasil Sistemas Eólicos Ltda /13.821.193/0001-93/ Eusébio, Brazil 100.0 100.0 Avanti Wind Systems Co. Ltd /91310000666001712P/ Shanghai, China 100.0 100.0 Avanti Wind Systems India Pvt Ltd /U45207TN2009PTC072550/ Chennai, India 100.0 100.0 Avanti Wind Systems Instalaciones Servicios S.L /B99432767/ La Muela (Zaragoza), Spain 100.0 100.0 Avanti Wind Systems S.L. /B92721729/ La Muela (Zaragoza), Spain 100.0 100.0 Avanti Wind Systems Technology S.L. /B99358095/ La Muela (Zaragoza), Spain 100.0 100.0 Cox Gomyl Operations S.A.U /ESA-79247433/ Madrid, Spain 100.0 100.0 Cox Gomyl Shanghai Ltd /91310115717861932C/ Shanghai, China 100.0 100.0 Cox Gomyl Shenzen Ltd /91440300550321829B/ Shenzen, China 100.0 100.0 CoxGomyl Macau Ltd/22994 SO / Macau, SAR, China 100.0 100.0 E W Cox Middle East LLC /521367/ Dubai, UAE 100.0 100.0 Huesca Traccion y Elevacion S.L.U (Hutrel). /B22146800/ Huesca, Spain 100.0 100.0 Ile de France Maintenance Service S.A.S./333676039/ Vaires sur Marne, France 100.0 100.0 Interlift AB /556607-1881/ Sjöbo, Sweden 2) 100.0 0.0 2025 2024 Subsidiary/ Org. reg. no. / Registered office Holding, % Holding, % Subsidiaries indirectly owned, dormant and holding companies excluded, cont'd James Hickey Industrial Training School Ltd./827348889/ Port Coquitlam, Canada 1) 0.0 100.0 Knot Yapi Ve Is Guvenligi Sanayi TIC. A.S. /743967/ Istanbul, Turkey 100.0 100.0 Lusotractel Lda. /503153516/ São Domingos de Rana, Portugal 100.0 100.0 Manntech (HK) Ltd /923086/ Hong Kong SAR, China 100.0 100.0 Scanclimber Deutschland GmbH /HRB3770/ Bad Nauheim, Germany 100.0 100.0 Scanclimber Oy /0795979-1/ Pirkkala, Finland 100.0 100.0 Scanclimber Sp. z.o.o. /7840003122/ Gniezno, Poland 100.0 100.0 Secalt India Pvt. Ltd /U29150MH2001PTC130772/ Mumbai, India 90.0 100.0 Shanghai Tractel Mech. Eq. Tech. Co. Ltd /91310115779313165Y/ Shanghai, China 100.0 100.0 Skywalk Oy /2177389-7/ Pirkkala, Finland 1) 0.0 100.0 TI Developpement S.A. /B195154/ Foetz, Luxembourg 3) 0.0 100.0 Tractel (UK) Limited /533669/ Sheffield, United Kingdom 100.0 100.0 Tractel Access Solutions Services LLC /2210168/ Dubai, UAE 100.0 100.0 Tractel Benelux BV /20086113/ Breda, Netherlands 100.0 100.0 Tractel GmbH /HRB61514/ Bergisch Gladbach, Germany 100.0 100.0 Tractel Greifzug GmbH /HRB45528/ Bergisch Gladbach, Germany 100.0 100.0 Tractel Iberica S.A. /A08119836/ Barcelona, Spain 100.0 100.0 Tractel Inc /42435010/ Houston, USA 100.0 100.0 Tractel International S.A.S. /490073897/ Paris, France 100.0 100.0 Tractel Italiana S.r.l. TIT /MI-569609/ Milan, Italy 100.0 100.0 Tractel Ltd /1225195/ Toronto, Canada 100.0 100.0 Tractel México S.A de C.V. /TME1403079H4/ Mexico City, Mexico 100.0 100.0 Tractel North America Ltd /1215400/ Toronto, Canada 100.0 100.0 Tractel Protection Individuelle S.A.R.L. /422439794/ Nogent sur Seine, France 100.0 100.0 Tractel Russia O.O.O. /1077762811092/ Moscow, Russia 100.0 100.0 Tractel S.A.S. /422197962/ Saint Hilaire sous Romilly, France 100.0 100.0 Tractel Secalt S.A. /B4179/ Foetz, Luxembourg 100.0 100.0 Tractel Singapore Private Ltd /199305624M/ Singapore, Singapore 100.0 100.0 Tractel Solutions S.A.S. /350732939/ Saint Genis Laval, France 100.0 100.0 Tractel Suomi Oy /2876616-3/ Pirkkala, Finland 100.0 100.0 Tractel Trading (Shanghai) Co. Ltd /9131000069292676XQ/ Shanghai, China 100.0 100.0 Tractel Trading Luxembourg S.A. /B121834/ Foetz, Luxembourg 100.0 100.0 1) Merged during the year 2) Acquired during the year 3) Dissolved during the year 2025 2024 Subsidiary/ Org. reg. no. / Registered office No. of shares Holding, % Carrying amount Carrying amount Parent Company holding Alimak Group Management AB/556064-1739/ Stockholm, Sweden 6,378,000 100.0 5,198 5,198 Secalt India Pvt. Ltd /U29150MH2001PTC130772/ Mumbai, India 25,000 10.0 0 – Carrying amount at year-end 5,199 5,198 In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 147 Annual & Sustainability Report 2025 —

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Note A9. Other current receivables 2025 2024 Tax recoverable 5 21 Prepaid expenses and accrued income 7 7 T otal 12 28 Note A10. Other current liabilities 2025 2024 Trade payables 2 0 Other liabilities 8 7 Accrued wages 2 1 Accrued expenses 18 34 T otal 30 42 Note A14. Equity PROPOSED APPROPRIATION OF PROFIT , SEK The following amounts are available for distribution by the Annual General Meeting Retained earnings 5,248,069,653 Net profit for the year 14,543,463 5,262,613,116 The Board of Directors proposes that the amounts are distributed as follows Dividend of SEK 3.30 per share be paid to shareholders1) 349,249,560 To be carried forward 4,913,363,556 1) The proposed record day for dividend payment is 8 May 2026. The amount proposed as dividend corresponds to SEK 3.30 per share, based on the existing number of shares, 107 ,573,1 1 1 and excluding the 1,739,91 1 shares held by the Group. Note A13. Assets pledged and contingent liabilities 2025 2024 Assets pledged For direct pension commitments 25 26 T otal 25 26 Contingent liabilities Guarantee for subsidiary pension liability 33 39 Indemnity bonds for subsidiaries’ guarantees 310 347 T otal 343 386 The Group has a defined contribution direct pension plan for both the current CEO and the former CEO. The pension plan is guaranteed via a pledged endowment policy owned by the Company. Note A12. Long-term borrowings 31 Dec 2025 Contractual undiscounted cash flows Maturity structure Carrying amount <1 year 1 year– 5 years >5 years Loans from financial institutions 3,245 0 3,430 0 Carrying amount at year-end 3,245 0 3,430 0 31 Dec 2024 Contractual undiscounted cash flows Maturity structure Carrying amount <1 year 1 year– 5 years >5 years Loans from financial institutions 3,446 0 3,446 0 Carrying amount at year-end 3,446 0 3,446 0 Financial liabilities consist of undiscounted amounts, including future interest payments. Note A11. Untaxed reserves 2025 2024 Tax allocation reserves 57 104 T otal 57 104 Note A15. Events after the balance sheet date At the end of 2025, the Group had several multi-currency revolving credit facilities with maturities in 2027 and 2028 as well as a Term Loan maturing in 2027. All were refinanced in February 2026. The new financing consists of two long-term multi-currency revolving credit facilities of MEUR 100 and MEUR 450, both maturing in February 2029 and each including options to extend for an additional two years. No changes to covenants. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 148 Annual & Sustainability Report 2025 —

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Board signatures The undersigned declare that the consolidated accounts and the annual report have been prepared in accordance with International Financial Reporting Standards (IFRS), as adopted by the EU, and generally accepted accounting principles, and give a true and fair view of the financial position and earnings of the Group and the Company, and that the Directors’ Report for the Group and the Company gives a fair overview of the development of the activities, financial position and financial results of the Group and the Company, and describe substantial risks and uncertainties that the Group companies face. The Board of Directors and the Chief Executive Officer also certify that the annual report has been prepared in accordance with the European Sustainability Reporting Standards (ESRS) and the specifications adopted under the EU Taxonomy Regulation. The content of the annual report was approved by the Board of Directors on 12 March 2026. The annual report was signed by all members on 12 March 2026. Johan Hjertonsson Chairman of the Board Ole Kristian Jødahl President & CEO, Board member Our auditor’s report on the annual report and the consolidated financial statements was issued on the date as evidenced by our electronic signature, and our assurance report on the statutory sustainability report was issued on the date as evidenced by our electronic signature. Ernst & Y oung AB Andreas Mast Authorised Public Accountant Helena Nordman-Knutson Board member T omas Carlsson Board member Sven Törnkvist Board member Örjan Fredriksson Board member & Employee representative Urban Granström Board member & Employee representative Petra Einarsson Board member Heléne Mellquist Board member Annette Rinck Board member In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 149 Annual & Sustainability Report 2025 —

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Auditor’s report To the general meeting of the shareholders of Alimak Group AB (publ), corporate identity number 556714-1857 REPORT ON THE ANNUAL ACCOUNTS AND CONSOLIDATED ACCOUNTS Opinions We have audited the annual accounts and consolidated accounts of Alimak Group AB (publ) except for the corporate governance state- ment on pages 104–1 14 and the statutory sustainability report on pages 43–96. The annual accounts and consolidated accounts of the company are included on pages 37–149 in this document. In our opinion, the annual accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the parent company as of 31 December 2025 and its financial performance and cash flow for the year then ended in accordance with the Annual Accounts Act. The consolidated accounts have been prepared in accordance with the Annual Accounts Act and present fairly, in all material respects, the financial position of the group as of 31 December 2025 and their financial performance and cash flow for the year then ended in accordance with IFRS Accounting Standards, as adopted by the EU, and the Annual Accounts Act. Our opinions do not cover the corporate governance statement on pages 104-1 14 and the statutory sustainability report on pages 43-96. The statutory administration report is consistent with the other parts of the annual accounts and consolidated accounts. We therefore recommend that the general meeting of share- holders adopts the income statement and balance sheet for the parent company and the group. Our opinions in this report on the annual accounts and consoli- dated accounts are consistent with the content of the additional report that has been submitted to the parent company's audit com- mittee in accordance with the Audit Regulation (537/2014) Article 1 1. Basis for Opinions We conducted our audit in accordance with International Standards on Auditing (ISA) and generally accepted auditing standards in Sweden. Our responsibilities under those standards are further described in the Auditor’s Responsibilities section. We are inde- pendent of the parent company and the group in accordance with professional ethics for accountants in Sweden and have otherwise fulfilled our ethical responsibilities in accordance with these requirements. This includes that, based on the best of our knowl- edge and belief, no prohibited services referred to in the Audit Reg- Valuation of goodwill and intangible assets with indefinite useful life Description How our audit addressed this key audit matter In the consolidated statements of financial position as per December 31, 2025, reported goodwill and intangible assets with an indefinite useful life amount to 6 877 MSEK, which equals 51% of the Company’s total assets. As described in note 13 goodwill and intangible assets with an indefinite useful life is reviewed for potential impairment whenever there is an indication that the current value may be impaired, or at least annually. Goodwill and intangible assets with an indefinite useful life is allocated to cash generating units and if the book value of the unit exceeds the calculated recoverable amount the asset is impaired and written down to the recoverable amount. The recoverable amounts of the cash generating units are determined on the basis of value-in-use calculations. In note 13 it is described that the cash flow projections cover 5 years and is based on the Group’s strategic plans approved by the top management and the Board of Directors with an assumed terminal growth rate of 2. Due to the assumptions and judgments needed to calculate the value in use we have assessed the valuation of goodwill and intangible assets with an indefinite useful life as a key audit matter in the audit. In the course of our audit, we have evaluated the Group’s process for impairment testing of goodwill and intangible assets with an indefinite useful life. We have audited how cash generated units are identified compared to set criteria and compared this with how goodwill and intangible assets with an indefinite useful life is followed up internally. We have evaluated the Group’s valuation methods and calculation models, assessed the reasonability of assumptions and sensitivity analyses over changes in assump - tions with the assistances of our internal valuation specialists and made comparisons against historical results and the precision of prior projections. We have assessed the reasonability of the applied assumptions for each of the cash generating units through benchmarking to market data and, where applicable, companies in the same industry. We have also audited the disclosures in the annual report relating to goodwill. Revenue recognition Description How our audit addressed this key audit matter In the Group’s consolidated statements of comprehensive income for the period ended December 31, 2025, revenues amount to 6 874 MSEK. As described in note 2 revenues from goods sold are recognized at point in time when control of the good has been transferred to the customer. When the goods sold are highly customized and an enforceable right to payment is present, revenue is recognized over time using the proportion of cost incurred to date compared to estimated total cost. Revenue from services is recognized at point in time when the service is performed. Revenues from the leasing of the Group’s self-manufactured equipment is recognized on a straight- line basis over the lease term. We have assessed that revenue recognition is a key audit matter since the Company makes assessments through the interpretation of agreements and delivery terms as well as estimations when measuring progress towards complete satisfaction of a performance obligation for revenue recognized over time which affects the accounting period in which revenue should be recognized. In the course of our audit, we have evaluated the Group’s process for revenue recognition. We have performed analytic reviews, obtained and agreed terms to agreements, and sampled revenue transactions and verified correct cut-off, in connection to the year-end close of December 31, 2025, against customer agree - ments and delivery terms. For highly customized goods where revenue is recognized over time, we have for a sample evaluated management’s estimation when measuring progress towards complete satisfaction of a performance obligation and on a sample basis tested that incurred cost such as invoices and hours spent are related to the highly customized goods. We have also audited the disclosures in the annual report relating to revenues. ulation (537/2014) Article 5.1 have been provided to the audited company or, where applicable, its parent company or its controlled companies within the EU. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinions. Key Audit Matters Key audit matters of the audit are those matters that, in our profes- sional judgment, were of most significance in our audit of the annual accounts and consolidated accounts of the current period. These matters were addressed in the context of our audit of, and in forming our opinion thereon, the annual accounts and consolidated accounts as a whole, but we do not provide a separate opinion on these matters. For each matter below, our description of how our audit addressed the matter is provided in that context. We have fulfilled the responsibilities described in the Auditor’s responsibilities for the audit of the financial statements section of our report, including in relation to these matters. Accordingly, our audit included the performance of procedures designed to respond to our assessment of the risks of material misstatement of the financial statements. The results of our audit procedures, including the procedures performed to address the matters below, provide the basis for our audit opinion on the accompanying financial state- ments. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 150 Annual & Sustainability Report 2025 —

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Other Information than the annual accounts and consolidated accounts This document also contains other information than the annual accounts and consolidated accounts and is found on pages 1–36, 43–96 and 156–161. The other information also includes the remu- neration report for 2025 which we obtained before the date of this auditor’s report. The Board of Directors and the Managing Director are responsible for this other information. Our opinion on the annual accounts and consolidated accounts does not cover this other information and we do not express any form of assurance conclusion regarding this other information. In connection with our audit of the annual accounts and consoli- dated accounts, our responsibility is to read the information identi- fied above and consider whether the information is materially inconsistent with the annual accounts and consolidated accounts. In this procedure we also take into account our knowledge other- wise obtained in the audit and assess whether the information oth- erwise appears to be materially misstated. If we, based on the work performed concerning this information, conclude that there is a material misstatement of this other infor- mation, we are required to report that fact. We have nothing to report in this regard. Responsibilities of the Board of Directors and the Managing Director The Board of Directors and the Managing Director are responsible for the preparation of the annual accounts and consolidated accounts and that they give a fair presentation in accordance with the Annual Accounts Act and, concerning the consolidated accounts, in accordance with IFRS Accounting Standards as adopted by the EU. The Board of Directors and the Managing Direc- tor are also responsible for such internal control as they determine is necessary to enable the preparation of annual accounts and con- solidated accounts that are free from material misstatement, whether due to fraud or error. In preparing the annual accounts and consolidated accounts, The Board of Directors and the Managing Director are responsible for the assessment of the company’s and the group’s ability to continue as a going concern. They disclose, as applicable, matters related to going concern and using the going concern basis of accounting. The going concern basis of accounting is however not applied if the Board of Directors and the Managing Director intends to liquidate the company, to cease operations, or has no realistic alternative but to do so. The Audit Committee shall, without prejudice to the Board of Director’s responsibilities and tasks in general, among other things oversee the company’s financial reporting process. Auditor’s responsibility Our objectives are to obtain reasonable assurance about whether the annual accounts and consolidated accounts as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinions. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs and generally accepted auditing standards in Sweden will always detect a material mis- statement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggre- gate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these annual accounts and consolidated accounts. As part of an audit in accordance with ISAs, we exercise profes- sional judgment and maintain professional skepticism throughout the audit. We also: • Identify and assess the risks of material misstatement of the annual accounts and consolidated accounts, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appro- priate to provide a basis for our opinions. 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 the company’s internal control rele- vant to our 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 company’s internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Board of Directors and the Managing Director. • Conclude on the appropriateness of the Board of Directors’ and the Managing Director’s use of the going concern basis of accounting in preparing the annual accounts and consolidated accounts. We also draw a conclusion, based on the audit evidence obtained, as to whether any material uncertainty exists related to events or conditions that may cast significant doubt on the com- pany’s and 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 annual accounts and consolidated accounts or, if such disclo- sures are inadequate, to modify our opinion about the annual accounts and consolidated accounts. 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 a com- pany and a group to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the annual accounts and consolidated accounts, including the disclo- sures, and whether the annual accounts and consolidated accounts represent the underlying transactions and events in a manner that achieves fair presentation. • Plan and perform the group audit to obtain sufficient and appro- priate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the consolidated accounts. 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 opinions. We must inform the Board of Directors of, among other matters, the planned scope and timing of the audit. We must also inform of significant audit findings during our audit, including any significant deficiencies in internal control that we identified. We must also provide the Board of Directors with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our inde- pendence, and where applicable, actions taken to eliminate threats or related safeguards applied. From the matters communicated with the Board of Directors, we determine those matters that were of most significance in the audit of the annual accounts and consolidated accounts, including the most important assessed risks for material misstatement, and are therefore the key audit matters. We describe these matters in the auditor’s report unless law or regulation precludes disclosure about the matter. In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 151 Annual & Sustainability Report 2025 —

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REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS Report on the audit of the administration and the pro - posed appropriations of the company’s profit or loss Opinions In addition to our audit of the annual accounts and consolidated accounts, we have also audited the administration of the Board of Directors and the Managing Director of Alimak Group AB (publ) for the year 2025 and the proposed appropriations of the company’s profit or loss. We recommend to the general meeting of shareholders that the profit be appropriated in accordance with the proposal in the statu- tory administration report and that the members of the Board of Directors and the Managing Director be discharged from liability for the financial year. Basis for opinions We conducted the audit in accordance with generally accepted auditing standards in Sweden. Our responsibilities under those standards are further described in the Auditor’s Responsibilities section. We are independent of the parent company and the group in accordance with professional ethics for accountants in Sweden and have otherwise fulfilled our ethical responsibilities in accord- ance with these requirements. We believe that the audit evidence we have obtained is suffi- cient and appropriate to provide a basis for our opinions. Responsibilities of the Board of Directors and the Managing Director The Board of Directors is responsible for the proposal for appropri- ations of the company’s profit or loss. At the proposal of a divi- dend, this includes an assessment of whether the dividend is justi- fiable considering the requirements which the company's and the group’s type of operations, size and risks place on the size of the parent company's and the group’s equity, consolidation require- ments, liquidity and position in general. The Board of Directors is responsible for the company’s organi- zation and the administration of the company’s affairs. This includes among other things continuous assessment of the company’s and the group’s financial situation and ensuring that the company's organization is designed so that the accounting, management of assets and the company’s financial affairs otherwise are controlled in a reassuring manner. The Managing Director shall manage the ongoing administration according to the Board of Directors’ guide- lines and instructions and among other matters take measures that are necessary to fulfill the company’s accounting in accordance with law and handle the management of assets in a reassuring manner. Auditor’s responsibility Our objective concerning the audit of the administration, and thereby our opinion about discharge from liability, is to obtain audit evidence to assess with a reasonable degree of assurance whether any member of the Board of Directors or the Managing Director in any material respect: • has undertaken any action or been guilty of any omission which can give rise to liability to the company, or • in any other way has acted in contravention of the Companies Act, the Annual Accounts Act or the Articles of Association. Our objective concerning the audit of the proposed appropriations of the company’s profit or loss, and thereby our opinion about this, is to assess with reasonable degree of assurance whether the pro- posal is in accordance with the Companies Act. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with generally accepted auditing standards in Sweden will always detect actions or omissions that can give rise to liability to the company, or that the proposed appropriations of the company’s profit or loss are not in accordance with the Companies Act. As part of an audit in accordance with generally accepted audit- ing standards in Sweden, we exercise professional judgment and maintain professional skepticism throughout the audit. The exam- ination of the administration and the proposed appropriations of the company’s profit or loss is based primarily on the audit of the accounts. Additional audit procedures performed are based on our professional judgment with starting point in risk and materiality. This means that we focus the examination on such actions, areas and relationships that are material for the operations and where deviations and violations would have particular importance for the company’s situation. We examine and test decisions undertaken, support for decisions, actions taken and other circumstances that are relevant to our opinion concerning discharge from liability. As a basis for our opinion on the Board of Directors’ proposed appro- priations of the company’s profit or loss we examined the Board of Directors’ reasoned statement and a selection of supporting evidence in order to be able to assess whether the proposal is in accordance with the Companies Act. The auditor’s examination of the ESEF report Opinion In addition to our audit of the annual accounts and consolidated accounts, we have also examined that the Board of Directors and the Managing Director have prepared the annual accounts and con- solidated accounts in a format that enables uniform electronic reporting (the Esef report) pursuant to Chapter 16, Section 4(a) of the Swedish Securities Market Act (2007:528) for Alimak Group AB (publ) for the financial year 2025. Our examination and our opinion relate only to the statutory requirements. In our opinion, the ESEF report has been prepared in a format that, in all material respects, enables uniform electronic reporting. Basis for opinion We have performed the examination in accordance with FAR’s rec- ommendation RevR 18 Examination of the ESEF report. Our responsibility under this recommendation is described in more detail in the Auditors’ responsibility section. We are independent of Alimak Group AB (publ) in accordance with professional ethics for accountants in Sweden and have otherwise fulfilled our ethical responsibilities in accordance with these requirements. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of the Board of Directors and the Managing Director The Board of Directors and the Managing Director are responsible for the preparation of the Esef report in accordance with Chapter 16, Section 4(a) of the Swedish Securities Market Act (2007:528), and for such internal control that the Board of Directors and the Manag- ing Director determine is necessary to prepare the Esef report with- out material misstatements, whether due to fraud or error. Auditor’s responsibility Our responsibility is to obtain reasonable assurance whether the Esef report is in all material respects prepared in a format that meets the requirements of Chapter 16, Section 4(a) of the Swedish In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 152 Annual & Sustainability Report 2025 —

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Securities Market Act (2007:528), based on the procedures per- formed. RevR 18 requires us to plan and execute procedures to achieve reasonable assurance that the Esef report is prepared in a format that meets these requirements. Reasonable assurance is a high level of assurance, but it is not a guarantee that an engagement carried out according to RevR 18 and generally accepted auditing standards in Sweden will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the Esef report. The audit firm applies ISQM 1 Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or other Assurance or Related Services Engagements which requires the firm to design, implement and operate a system of quality manage- ment, including policies and procedures regarding compliance with professional ethical requirements, professional standards and applicable legal and regulatory requirements. The examination involves obtaining evidence, through various procedures, that the Esef report has been prepared in a format that enables uniform electronic reporting of the annual and consoli- dated accounts. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material mis- statement in the report, whether due to fraud or error. In carrying out this risk assessment, and in order to design audit procedures that are appropriate in the circumstances, the auditor considers those elements of internal control that are relevant to the prepara- tion of the Esef report by the Board of Directors and the Managing Director, but not for the purpose of expressing an opinion on the effectiveness of those internal controls. The examination also includes an evaluation of the appropriateness and reasonableness of assumptions made by the Board of Directors and the Managing Director. The procedures mainly include a validation that the Esef report has been prepared in a valid XHTML format and a reconciliation of the Esef report with the audited annual accounts and consolidated accounts. Furthermore, the procedures also include an assessment of whether the consolidated statement of financial performance, financial position, changes in equity, cash flow and disclosures in the Esef report have been marked with iXBRL in accordance with what follows from the Esef regulation. The auditor’s examination of the corporate governance statement The Board of Directors is responsible for that the corporate govern- ance statement on pages 104–1 14 has been prepared in accordance with the Annual Accounts Act. Our examination of the corporate governance statement is con- ducted in accordance with FAR´s standard RevR 16 The auditor´s examination of the corporate governance statement. This means that our examination of the corporate governance statement is dif- ferent and substantially less in scope than an audit conducted in accordance with International Standards on Auditing and generally accepted auditing standards in Sweden. We believe that the exami- nation has provided us with sufficient basis for our opinions. A corporate governance statement has been prepared. Disclo- sures in accordance with chapter 6 section 6 the second paragraph points 2-6 of the Annual Accounts Act and chapter 7 section 31 the second paragraph the same law are consistent with the other parts of the annual accounts and consolidated accounts and are in accordance with the Annual Accounts Act. Ernst & Young AB, Box 7850, 103 99 Stockholm, was appointed auditor of Alimak Group AB (publ) by the general meeting of the shareholders on 30 April 2025 and has been the company’s auditor since 3 October 2013. Stockholm the date as evidenced by our electronic signature Ernst & Young AB Andreas Mast Authorized Public Accountant In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 153 Annual & Sustainability Report 2025 —

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Auditor’s limited assurance report on Alimak Group AB’s sustainability statement This is the translation of the auditor’s limited assurance report in Swedish. To the General Meeting of the shareholders of Alimak Group AB, corporate identity number 556714-1857 Conclusion We have conducted a limited assurance engagement of the sus- tainability statement prepared by Alimak Group AB (the company) for the financial year 2025. The sustainability statement is included on pages 43–96 of this document. Based on our limited assurance engagement as described in the section Auditor’s Responsibility, nothing has come to our attention that causes us to believe that the sustainability statement is not, in all material respects, prepared in accordance with the Swedish Annual Accounts Act, which includes: • Whether the sustainability statement meets the requirements of ESRS; • Whether the process carried out by the company to identify reported sustainability information has been conducted as described in the sustainability statement; and • Compliance with the reporting requirements in Article 8 of the EU’s Green Taxonomy Regulation. Basis for Conclusion We have conducted the limited assurance engagement in accord- ance with FAR’s recommendation RevR 19 – Revisorns översiktliga granskning av den lagstadgade hållbarhetsrapporten. Our respon- sibility under this recommendation is described in more detail in the section Auditor’s Responsibility. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Other Information than the sustainability statement This document also contains other information than the sustaina- bility statement, found on pages 1–42 and 97–161 with the excep- tion for pages 150–155. The Board of Directors and the Managing Director are responsible for this other information. Our conclusion on the sustainability statement does not cover this other information, and we do not express any conclusion with assurance regarding this other information. In connection with our limited assurance engagement on the sustainability statement, our responsibility is to read the informa- tion identified above and consider whether the information is materially inconsistent with the sustainability statement. In this procedure we also take into account our knowledge otherwise obtained in the limited assurance engagement and assess whether the information otherwise appears to be materially misstated. If we, based on the work performed concerning this informa- tion, 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. Other matter The sustainability statement for the previous financial year 2024 has not been subject to a limited assurance engagement according to RevR 19 Revisorns översiktliga granskning av den lagstadgade hållbarhetsrapporten. Therefore, no limited assurance engagement of comparative figures in the sustainability statement for 2025 has been performed. Responsibilities of the Board of directors and Managing Director The Board of Directors, and the Managing Director, are responsible for the preparation of sustainability statement in accordance with Chapter 6, Sections 12–12f of the Swedish Annual Accounts Act, and for such internal control as the Board of Directors and the Man- aging Director determine is necessary to enable the preparation of the sustainability statement that is free from material misstate- ments, whether due to fraud or error. Auditor's Responsibility Our responsibility is to express a conclusion whether the sustaina- bility statement is prepared in accordance with Chapter 6, Sections 12–12 f of the Swedish Annual Accounts Act based on our limited assurance engagement. The limited assurance engagement has been conducted in accordance with FAR’s recommendation RevR 19 Revisorns översiktliga granskning av den lagstadgade hållbar- hetsrapporten. This recommendation requires that we plan and perform our procedures to obtain limited assurance that the sus- tainability statement is prepared in accordance with these require- ments. The procedures in a limited assurance engagement vary in nature and timing from, and are less in extent than for, a reasona- ble assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasona- ble assurance engagement been performed. This means that it is not possible for us to obtain such assurance that we become aware of all significant matters that could have been identified if a reason- able assurance engagement had been performed. Our firm applies ISQM 1 (International Standard on Quality Management), which requires the firm to design, implement, and manage a quality management system including guidelines or pro- cedures regarding compliance with ethical requirements, standards of professional practice, and applicable laws and regulations. We are independent of Alimak Group AB in accordance with professional ethics for accountants in Sweden and have otherwise fulfilled our ethical responsibilities according to these require- ments. A limited assurance engagement involves performing proce- dures to obtain evidence to support the sustainability information. The auditor selects the procedures to be performed, including assessing the risks of material misstatements in the sustainability statement, whether due to fraud or error. In this risk assessment, the auditor considers the parts of the internal control that are rele- vant to how the Board of Directors and the Managing Director pre- pares the sustainability statement, in order to design procedures that are appropriate under the circumstances, but not for the pur- pose of providing a conclusion on the effectiveness of the compa- ny’s internal control. The review consists of making inquiries, pri- marily of persons responsible for the preparation of the sustaina- bility statement, performing analytical review, and conducting other limited review procedures. The review procedures primarily include: Our review procedures regarding the sustainability statement included, but were not limited to the following: • Through inquiries, obtaining a general understanding of the internal control environment, reporting processes, and informa- tion systems relevant to the preparation of the information in the sustainability statement; • Evaluating whether information identified as material through the process the company has undertaken to identify the content of the sustainability statement is also included; In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 154 Annual & Sustainability Report 2025 —

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• Evaluating whether the structure and presentation of the sustain- ability statements are consistent with the requirements of ESRS; • Conducting inquiries with relevant personnel and analytical review procedures regarding selected disclosures in the sustaina- bility statements; and • Performing substantive review procedures of selected disclosures in the sustainability statements; • Obtain, through inquiries and analytical review procedures, sup- port for the methods used for preparing material estimates and forward-looking information and on how these methods were applied. Our review procedures regarding the process the company have undertaken to identify sustainability information to report included, but were not limited to the following: • Obtaining an understanding of the process by conducting inquir- ies to understand the sources of the information used by man- agement (e.g., stakeholder dialogues, business plans, and strat- egy documents); • Review the company's internal documents of its process; and • Evaluating whether the information obtained from our proce- dures regarding the process implemented by the company aligns with the description of the process on page 52 in the sustainabil- ity statement. The review of the taxonomy disclosures included but was not lim- ited to the following review procedures: • Obtaining an understanding of the process for identifying eco- nomic activities that are covered by and are consistent with the EU Green Taxonomy and the corresponding disclosures in the sustainability statement; • Conducting inquiries to relevant personnel and analytical review procedures on the taxonomy disclosures; • Conducting inquiries to understand the sources of the informa- tion used in the taxonomy disclosures; • Evaluating whether the presentation of the taxonomy disclosures is consistent with the requirements of the EU Taxonomy Regula- tion; and • Performing substantive review procedures of selected disclosures in the sustainability statement regarding the EU Green Taxonomy. Inherent limitations In reporting forward-looking information in accordance with ESRS, the board and management of Alimak Group AB must prepare for- ward-looking information based on specified assumptions about events that may occur in the future and possible future activities of Alimak Group AB. Actual outcomes are likely to differ as expected events often do not occur as anticipated. Stockholm the date as evidenced by our electronic signature Ernst & Young AB Andreas Mast Authorized Public Accountant In brief Strategy & targets Divisions Financials & governance Financial statements Consolidated statements Comprehensive income Financial position Cash flow Changes in equity Notes to the Consolidated financial statements Parent Company Income statements Total comprehensive income Balance sheets Cash flow statements Statements of changes in Parent Company equity Notes to the Parent Company financial statements Board signatures Auditor’s report Other Financial statements 155 Annual & Sustainability Report 2025 —

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Key figures 2025 2024 2023 2022 2021 Order intake, MSEK 7,080 6,947 7,027 4,784 3,772 Revenue, MSEK 6,874 7,099 7,097 4,512 3,728 EBITDA, MSEK 1,350 1,451 1,374 759 614 EBITA adj, MSEK 1,194 1,221 1,150 616 483 EBITA adj margin, % 17.4% 17.2% 16.2% 13.6% 13.0% EBITA, MSEK 1,119 1,198 1,145 603 483 EBITA margin, % 16.3% 16.9% 16.1% 13.4% 13.0% EBIT, MSEK 977 998 945 546 448 EBIT margin, % 14.2% 14.1% 13.3% 12.1% 12.0% Result for the period, MSEK 604 623 515 376 307 Total comprehensive income, MSEK −55 901 365 743 487 Cash flow from operations, MSEK 829 1,149 1,067 501 646 Cash flow for the period, MSEK 133 332 –113 505 104 Cash flow from operations/EBITDA 0.61 0.79 0.78 0.66 1.05 Number of shares, thousands 107,573 107,573 107,573 54,158 54,158 Average number of shares, thousands 1) 105,832 105,831 98,106 71,5471) 71,8971) Earnings per share, before dilution, SEK 1) 5.71 5.89 5.25 5.261) 4.241) Earnings per share, after dilution, SEK 1) 5.65 5.87 5.25 5.261) 4.241) Earnings per share adj, before dilution, SEK 7.17 7.45 6.76 5.90 4.57 Cash flow per share, SEK 1) 1.26 3.14 –1.15 7.061) 1.431) Equity per share, SEK1,2) 67.98 71.522) 70.582) 60.741,2) 52.981,2) Total assets, MSEK 2) 13,422 14,2762) 13,6422) 14,2862) 5,8612) Cash and cash equivalents end of period, MSEK 1,159 1,095 739 869 348 Equity, MSEK 2) 7,195 7,5692) 6,9242) 4,3462) 3,8092) Capital employed, MSEK 2) 9,569 10,1692) 10,0282) 10,4202) 4,1482) Net debt, MSEK 2,374 2,599 3,105 6,074 338 Net debt excl. lease liability (IFRS 16), MSEK 2,044 2,289 2,833 5,759 152 Equity ratio, % 2) 53.6% 53.0%2) 50.8%2) 30.4%2) 65.0%2) Return on equity, % 2) 8.4% 8.2%2) 9.1%2) 8.7%2) 8.1%2) Return on capital employed goodwill excluded, % 2) 24.7% 23.8%2) 20.94%2) 21.91%2) 24.0%2) Return on capital employed, % 2) 10.0% 9.8%2) 9.0%2) 9.6%2) 10.7%2) Interest coverage ratio, times 6.42 5.61 3.44 10.06 26.87 Net debt/EBITDA ratio (Leverage) 1.76 1.79 2,26 8.00 0.55 Net debt excl. lease liability/EBITDA ratio 1.51 1.58 2.06 7.58 0.25 Number of full time employees 2,956 2,957 2,956 3,100 2,057 1) Recalculated in comparison periods to consider rights issue. 2) Restated in comparison periods, see Note 2.3. In brief Strategy & targets Divisions Financials & governance Financial statements Other Key figures Definitions The share Information to shareholders — Other 157 Annual & Sustainability Report 2025

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Definitions In this report, alternative performance measures (APMs) are used, that is, key performance and earnings measures that are not defined in IFRS accounting standards. APMs are used as guidance to both investors and management in their analysis of the Company’s operations. The alternative performance measures used are described in the following. Average number of shares Weighted average number of shares outstanding during the period, plus potential additional shares. Earnings per share Earnings after tax in relation to the average number of shares basic and diluted in accordance with IAS33. Earnings per share adj. Net profit excluding items affecting comparability and acquisi- tion related amortisation, net of tax, in relation to the average number of shares before dilution in accordance with IAS33. EBITA Operating profit before amortisation of intangible assets. EBITA adj. Operating profit before amortisation of intangible assets. Items affecting comparability are added back. EBITA adj. % EBITA adj. in relation to net revenue. EBITDA Operating profit before depreciation and amortisation of property, plant and equipment and intangible assets. Equity/assets ratio Shareholders’ equity as a percentage of total assets. Equity per share Shareholders’ equity in relation to the number of basic shares outstanding at the end of the period. Interest coverage ratio EBIT in relation to interest expenses. Items affecting comparability (IAC) Items of a non-recurring character such as acquisition related costs, restructuring costs and other items that have a major impact on the financial statements and are of significance to an understanding of the earnings trend. Adjusting for items affect- ing comparability between periods provides a better under- standing of the company’s underlying operating activities. Net debt Interest bearing liabilities minus cash and cash equivalents. Net debt/EBITDA ratio Interest-bearing liabilities net (excluding shareholder loans) and assets, plus cash and cash equivalents. Net debt/equity ratio Net debt in relation to shareholders’ equity. Net Profit adj. Net profit excluding items affecting comparability and acquisition related amortisation, net of tax. Operating margin (EBIT %) Operating profit (EBIT), as a percentage of revenue during the period. Operating profit (EBIT) Profit before financial items and tax. Order intake All orders where contracts have been signed and confirmed during the accounting period. Order intake generally cannot be used to accurately predict future revenues or operating performance. Orders can be cancelled, delayed or modified by the customer. Cancelled orders affect the reported order intake if cancellation takes place during the year the order was booked. Organic growth Growth adjusted for acquisitions/ divestments and currency effects. Return on capital employed Operating profit (EBIT), rolling 12-month amount, as a percent- age of average capital employed. Capital employed is the sum of net debt plus shareholders’ equity plus shareholder loans. Average capital employed is calculated as the average of the balances at 1 January, 31 March, 30 June, 30 September and 31 December. Return on equity Profit after tax for the period, rolling 12-month amount, as a percentage of the average share holders’ equity excluding shares without a controlling interest. In brief Strategy & targets Divisions Financials & governance Financial statements Other Key figures Definitions The share Information to shareholders — Other 158 Annual & Sustainability Report 2025

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The share LARGEST SHAREHOLDERS 31 DECEMBER, 2025 Shareholder Number of shares Capital, % Votes, % Investment AB Latour 32,033,618 29.78% 29.78% Alantra EQMC Asset Management SGIIC 10,839,612 10.08% 10.08% First Swedish National Pension Fund 8,984,969 8.35% 8.35% Bolero Holdings Sarl. 6,926,491 6.44% 6.44% NN Group N.V. 5,079,015 4.72% 4.72% Handelsbanken Funds 3,233,998 3.01% 3.01% Invesco 2,635,429 2.45% 2.45% C WorldWide Asset Management 2,617,074 2.43% 2.43% Sundt AS 2,350,351 2.18% 2.18% Briarwood Chase Management LLC 1,829,068 1.70% 1.70% T otal shareholding – 10 largest 76,529,625 71.14% 71.14% Other shareholders (incl. treasury shares) 31,043,486 28.86% 28.86% T otal number of shares 107 ,573,111 100.00% 100.00% Source: Monitor by Modular Finance AB. Alimak Group's shares were listed in June 2015 and are traded on the Large Cap list of Nasdaq Stockholm from 2 January 2026. The Group’s market capitalisation at year-end 2025 was SEK 15.6 billion. Share price and trading The share’s EPIC is ALIG and its ISIN code is SE0007158910. A trading lot is one share. During 2025, a total of 47 ,256,661 shares were traded for an amount of MSEK 6,619 on all market places. The trading on Nasdaq Stockholm was 21,358,565 shares for an amount of MSEK 2,983. The closing price at year- end was SEK 145.20. The highest share price, SEK 173.60, was recorded on 30 July and the lowest, SEK 107 .80 on 7 April. The volume weighted average price for the year was SEK 140.70 (Nasdaq Stockholm). Ownership structure At year-end, Alimak Group had 5,824 known shareholders. The largest shareholder was Investment AB Latour, with 29.78%. The ten largest shareholders represented around 71% of the total number of shares outstanding. At year-end, Swedish own- ership accounted for approximately 54% of total share capital. There are no restrictions on voting rights or authorisation to the Board. Share capital and voting rights At year-end, Alimak Group’s share capital totalled MSEK 2.2, represented by 107 ,573,1 1 1 shares. All shares carry the same voting entitlement and an equal share in the Group’s profits and capital. Repurchase of shares No repurchase of shares were made during the year. At year- end 2025, Alimak Group held 1,739,91 1 own shares in treasury, representing 1.6% of all its issued shares. Dividend Alimak Group has a target of paying a dividend of approxi- mately 40–60% of its net profit for the current period to its shareholders. However, decisions on dividends shall take account of the Group’s financial position, cash flow, acquisition opportunities, strategic considerations and future prospects. Subject to approval by the 2026 Annual General Meeting, the Board of Directors proposes a dividend of SEK 3.30 (3.00) per share based on existing number of shares at year-end for the financial year 2025. Shareholders by country 31 December 2025 % of capital A B C D E G F A) Sweden, 53.9 B) Spain, 10.3 C) United States, 8.3 D) Luxembourg, 6.6 E) Norway, 5.4 F) Others, 14.5 G) Anonymous ownership, 1.0 In brief Strategy & targets Divisions Financials & governance Financial statements Other Key figures Definitions The share Information to shareholders — Other 159 Annual & Sustainability Report 2025

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Information to shareholders The annual general meeting of Alimak Group AB (publ) will be held on Wednesday, 6 May 2026. Nomination Committee The Nomination Committee shall prepare proposals for the 2026 Annual General Meeting regarding the Chair of the Meeting, number of Directors of the Board, fees to be paid to each of the Directors of the Board, election of Directors of the Board and Chair of the Board, remuneration to the auditor and election of auditor and, if necessary, proposal for changes in the instruction for the Nomination Committee. The Nomination Committee for the AGM 2026 comprises the following members: • Ossian Ekdahl, Investment AB Latour, chair of the Nomination Committee • Francisco De Juan, Alantra EQMC Asset Management • Jakob Rikwide, representing the shareholding of Bolero Holdings Sarl • Johan Hjertonsson, Alimak Group’s Chair of the Board Dividend 8 May 2026 is proposed as the record day. If the meeting approves this proposal, SEK 3.30 per share, it is estimated that the dividend will be paid by Euroclear Sweden AB on 13 May 2026. For more information, please contact investor@alimakgroup.com Calendar The Annual General Meeting (AGM) for the 2025 financial year will be held on 6 May 2026. The Interim Report for the period January–March 2026 will be published on 28 April 2026. The Interim Report for the period January–June 2026 will be published on 17 July 2026. The Interim Report for the period January–September 2026 will be published on 23 October 2026. Contact investor@alimakgroup.com Tel +46 8 402 14 40 www.alimakgroup.com Alimak Group AB ALIG, SE0007158910 Financial reports are available on request from Alimak Group • Digitally at the Group’s website: www.alimakgroup.com • By telephone on: +46 8 402 14 40 • Postal address: Alimak Group AB, Blekholmstorget 30, SE-1 1 1 64 Stockholm, Sweden Production: Alimak Group in cooperation with Addira. Cover photo: Ruth Palomares, Alimak Group Print: Larssons Offset, Linköping 2026 In brief Strategy & targets Divisions Financials & governance Financial statements Other Key figures Definitions The share Information to shareholders — Other 161 Annual & Sustainability Report 2025

Annual report