Allane : Annual financial report 2025

About this update from Allane Se

AnnuaL Report 2025 The Allane Mobility Group in Figures in EUR million 2025 Change2025 2024 on2O24in% Revenue          864           747           15.7   thereof consolidated operating revenue 575 458 25.5 thereof Business seg ment Fleet Leasing          209           196           6.5   thereof Business seg ment Online Retail          115           114           0.9   thereof Business seg ment Captive Leasing 223 126 77.0 thereof Business seg ment Fleet Manag ement 28 22 27.3 thereof sales revenue          289           290           -0.3   Earnings before interest, taxes, depreciation and amortisation (EBITDA) 408 322 267 Earnings before interest and taxes (EBIT) 100 -2 >100 Earnings before taxes (EBT) 34 -49 >10O Operating return on revenue (in %)‘ 59 —10.8 +16.7 pts. Operating return on revenue Leasing business unit (in %)‘ 4.3 —12.5 +16.8 pts. Operating return on revenue Fleet Leasing business seg ment (in %) 7.4 6.1 +1.3 pts. Operating return on revenue Online Retail business seg ment (in %) 56 —1.8 +7.4 pts. Operating return on revenue Captive Leasing business seg ment (in %) 0.7 —50.8 +51.5 pts. Operating return on revenue Fleet Management business unit (in %)‘ 352 23.2 +13.0 pts. Consolidated result 21 —39 >100 Earnings per share - basic and diluted (in Euro) 104 —1.90 >100 Total assets 2,797 2,441 14 6 Lease assets 2,509 2,114 18 7 Equity 213 188 133 Equity ratio (in %) 76 7.7 —6.5 pts. Financial liabilities* 2,300 1,973 16.6 Dividend per share (in EUR)’ 0.00 0.00 Total dividend net Contract portfolio (in thou.) 157 144 9.0 Leasing Business Unit 113 95 18.9 thereof Fleet Leasing business segment 30 31 -3.2 thereof Online Retail business segment 25 24 4.2 thereof Captive Leasing business segment 59 39 513 Fleet Management business Unit 43 49 12.2 Investments in lease assets° 92 7 1,243 25.4 Number of employees' 670 703 -4.7 TabLe of contents A To our sharehoLders Interview with the Managing Board Report of the supervisory board Allane SE share Sustainability B Management report on the situation of the group and the company Group fundamentals Business report Human resources report Disclosures in accordance with sections 289a and 315a of the HGB Report on outlook Report on risks and opportunities Non-financial declaration in accordance with sections 289b to e and 315b and c of the HGB Dependent company report Additional information for Allane SE (pursuant to the HGB) Corporate governance declaration in accordance with sections 289f and 315d of the HGB ConsoLidated ftnanciaL statements Consolidated income statement and statement of comprehensive income Consolidated balance sheet Consolidated cash flow statement Consolidated statement of changes in equit Notes to the consolidated financial statements Further information Responsibility statement Independent auditor’s report Balance sheet of Allane SE (HGB/RechKredV) Income statement of Allane SE (HGB/RechKredV) Financial calendar 04 05 10 13 15 22 23 27 40 45 47 52 68 68 69 72 83 84 85 86 87 88 133 134 135 141 143 144 To our sharehoLders Interview with the Managing Board 05 Report of the supervisory board 10 Allane share 13 Sustainability 15 Annual Report 2025 Page 4 — Interview with the Management Board The 2025 financial year marked a decisive year for the Allane Mobility Group. Following a period shaped by exceptional residual value distortions and earnings volatility, the Group returned to sustainable profitability and materially improved operational stability. While FAST LANE 27 continues to provide the operational framework through 2027, the 2025 financial year was defined by disciplined execution, strengthened portfolio steering, and a clearer competitive positioning in a European mobility market shaped by electrification, digitalization, and increasing OEM integration. In the following interview, CEO Eckart Klumpp and CFO Alvaro Hernandez reflect on the 2025 financial year and outline the Group's priorities for 2026 and beyond. Eckart Klumpp, CEO and Alvaro Hernandez, CFO How would you assess the 2025 financial year for the AI- achieve short-term effects, but to make structural adjust-lane I’•1obiIity Group? ments across the entire business model Alvaro Hernandez: We have continued on our growth path and further expanded the Group's contract portfolio. At the end of 2025, the Allane 2025 was a year of operational stabilization and significant Mobility Group had a total of 156,800 contracts in its portfo-improvement in earnings quality for the Allane Mobility lio —an increase of 9.3 %. Group. Following the external pressures of the previous year, the focus was clearly on making our business model more robust, reducing earnings volatility, and at the same time laying the foundation for sustainable growth. The aim was not to What factors were key to this positive development? Alvaro Hernandez: The positive development in the 2025 financial year is based on the interplay of several factors. One key driver was undoubtedly the strong growth in the Captive Leasing business segment. The increasing number of contracts led to higher leasing revenues over the course of the year, as new contracts have a delayed impact on earnings. Consolidated operating revenue rose significantly by 25.6% to EUR 574.7 million. In addition, the market environment has normalized noticeably compared to the previous year. The extraordinary burdens from unscheduled write-downs that had impacted earnings in 2024 did not occur in 2025. This normalization has made it possible to more clearly demonstrate the operational performance of our business model. Captive Leasing has once again proven to be a growth driver. What makes this business segment strategically attractive? Eckart Klumpp: Captive Leasing strengthens our competitive positioning because it embeds us directly into the OEM value chain and allows us to shape the customer relationship from the very beginning. Through close integration with the dealer networks of Hyundai and Kia, we are positioned at the point of sale. This enables us to jointly design financing solutions and service packages that support vehicle sales while ensuring long-term customer retention. At the end of 2025, the contract portfolio in the Captive Leasing business segment amounted to 58,500 contracts, around 50% above the previous year's level Further scale in Captive Leasing increases recurring payment streams and enhances predictability. This strengthens stability and supports disciplined earnings management. Service components are defined at contract inception and delivered throughout the lease term. The design of the initial product and service architecture is strategically critical. It must meet customer needs while securing margin quality and long-term retention from day one. Equally important is the lifecycle perspective. By consistently managing vehicles from origination through return and remarketing, we strengthen residual value control and actively support value realization at lease end. This integrated approach — combining OEM proximity, customer retention, and disciplined remarketing — is a structural differentiator in the market. How are you responding to the challenging conditions in the used car and residual value markets? Eckart Klumpp: Although the residual value environment stabilized compared to previous years, particularly in the electric vehicle segment it remains sensitive and requires disciplined management. Our approach is proactive and lifecycle-oriented. We refined our valuation models, strengthened portfolio governance, and enhanced real-time data integration to ensure early identification of risk exposures. In addition, we are building an Electric Vehicle competence to address the specific residual value dynamics, return volumes, and remarketing requirements associated with electric vehicles. Our remarketing is not merely a risk management function, it is an integral part of our value chain. By connecting origination, return management, and resale more closely, we enhance price realization, improve residual value accuracy, and strengthen overall portfolio performance. FAST LANE 27 provides the operational framework through 2027. How are you evolving the Group's strategic positioning beyond pure execution? Eckart Klumpp: FAST LANE 27 ensures operational discipline through 2027. Within this framework, we continue to sharpen our positioning in a European mobility market that is becoming more digital, more electrified, and more closely integrated between OEM s and financing partners. Manufacturers increasingly seek partners who can combine financing expertise, digital capability, lifecycle management and customer service. Our close OEM integration, structured portfolio governance, and scalable digital platform position us well in this environment. We support OEM partners not only by providing financing solutions, but by contributing to sales performance, customer retention, and structured residual value management — particularly in the context of the EV transition. This consistent integration across sales, financing, and remarketing strengthens our competitive position. It enables us to navigate current market challenges while capturing growth opportunities in a consolidating European market. Our objective is to further strengthen our competitive position and to grow faster than the market. How did the Leasing and Fleet I’•1anagement business units develop? Alvaro Hernandez: The Leasing business unit showed mixed developments. While the contract portfolio in the Captive Leasing business segment grew significantly, it remained stable in the Fleet Leasing and Online Retail business segments. Overall, the contract portfolio in the Leasing business unit increased to 113,400 contracts in the year 2025. At the same time, the Leasing business significantly increased its earnings power and achieved positive earnings before tax (EBT) of EUR 23.4 million. In Fleet Management, however, the contract portfolio declined slightly and amounted to 43,400 contracts at the end of the year. At the same time, the profitability of this business unit improved significantly, partly due to a better customer structure and more efficient processes. Earnings before taxes reached EUR 10.1 million in the 2025 financial year. A particular highlight was the electrification of the fleet of a renowned major customer with over 50 electric vehicles — the largest project of its kind for Allane Fleet to date. This development confirms our approach of managing business units in a differentiated manner and consistently prioritize earnings quality over volume growth. What role does digitalization play in strengthening your competitive advantage? Eckart Klumpp: Digitalization is central to our positioning. Our ambition is to operate as a fully digital omnichannel provider. We plan to expand allane.de to include fully digital used car purchasing and financing to strengthen direct customer access, improve data transparency, and enhance pricing intelligence. In an increasingly digital automotive market, technological capability is becoming a prerequisite for competitiveness, and our progress in this area strengthens our market position. What is your outlook for the coming years? Alvaro Hernandez: Developments over the past year have shown that we are on the right track, both strategically and operationally. We intend to continue our profitable growth on this basis. For the full year 2026, we anticipate operating revenue of between EUR 670 and 720 million and earnings before taxes in the range of EUR 25 to 35 million. The further expansion of Captive Leasing business segment, the consistent digitalization of our business models, and disciplined risk management will remain our focus in the future. The goal is to continue developing the Allane Mobility Group in a sustainably profitable manner and to create stable long-term value for our shareholders. 2025 HighLights The ALLane MobiLity Group continued its growth trajectory in the 2025 ftnanciaL year and further strengthened its position as a speciaList for ve-hicLe Leasing and fuLL-service soLutions in Germany. With innovation in onLine c Optimized return process: Allane and DEKRA roll out new concept across Germany Following a successful pilot phase, Allane is introducing a fully integrated return process for leased vehicles in collaboration with DEKRA. The new concept has been available at over 160 DEKRA locations since May 2025. The optimized process combines all steps from digital appointment scheduling to vehicle transport, making return significantly more efficient, transparent, and convenient for customers. IInnovative image technology solves one of the biggest problems in online car sales Together with IMAGIN.studio Allane Mobility Group is setting new standards in digital vehicle presentation. By integrating state of the art real-time image generation, missing or inconsistent vehicle images are replaced- a problem that has existed in online car sales for years. In doing so Allane not only increases the efficiency of the platform but also creates an even more trustworthy buying experience for customers. Moving to Garching near Munich: New corporate headquarters for modern, sustainable working enviorments In July 2025, Allane Mobility Group moved its business headquarters to Garching near Munich. The modern location meets key requirements for sustainability, efficiency, and digital infrastructure, completely replacing the previous premises to Pullach. With the move, Allane Mobility Group is creating optimal conditions for collaborative work and further growth. Allane claims seat in the new big car market test for auto motor and sport For the second time in a row, Allane has been named Germany’s best new car exchange. In a comparison test by auto und sport, Allane once again confidently beat six well-known competitors. The platform functions relating to insurance and contract offers, as well as the option of trade-ins, were particularly impressive. The evaluation was based on eight criteria- from vehicle search and advice to financing and vehicle handover- and confirms the high level of customer and quality of the digital offering. Allane launches rolling advertising campaign From March until June 2025 eye-catching branded trucks will reinforce the brand’s presence on Germany’s highways. The campaign combines classic brand communication with the consistent digitization of the offering: customers can now buy or finance both new and used cars online. The rolling campaign makes the brand safe in everyday life and underlines its claim to make mobility simple and accessible. allane.de expands digital offering: Used cars now also available online In 2025, the Allane Mobility Group significantly expanded its digital portfolio: since then, customers have been able to purchase or finance not only new cars but also a large selection of used cars online at allane.de – including fully digital contract processing. Around 95% of the vehicles on offer come from the company‘s own inventory, with additional vehicles sourced from selected dealer partners. Allane SE is thus further improving the customer journey and making online vehicle purchases even more convenient and transparent. Allane Fleet drives electrification forward The Allane Mobility Group is electrifying the fleet of a renowned major customer, thereby reaching a new milestone in its FAST LANE 27 strategy. The project is being implemented by Allane Fleet in collaboration with Kia Germany, Locio, and Autohaus Dinnebier. With over 50 electric vehicles, this is Allane Fleet‘s largest electrification initiative to date. Allane Mobility Group is thus increasing the proportion of electric vehicles in fleets and sending a strong signal for sustainable mobility. — Report of the Supervisory Board Dear SharehoLders, The Supervisory Board of Allane SE duly performed the duties incumbent upon it under applicable law, the Company's Articles of Association, and its rules of procedure during the 2025 financial year. In particular, it regularly advised the Management Board on the management of the Company and monitored its activities. The Supervisory Board engaged extensively with the economic situation of the Company and the Group, as well as with their strategic development, and was involved in all decisions of fundamental importance. In the 2025 financial year, the Supervisory Board held four regular meetings and two extraordinary meetings. The meetings were conducted in person at the registered office of Allane SE, with Supervisory Board members who were unable to attend in person always having the option to participate via video conference. Additional resolutions were adopted by written procedure. The statutory requirement of holding at least two meetings per calendar half-year was complied with. Mr Ross Williams was unable to attend the meeting on 28 April 2025; however, he participated in the adoption of resolutions by way of written vote. All other duly appointed members attended the meetings and participated in the resolutions, in part also making use of electronic means of communication in accordance with the provisions of the Articles of Association. The Management Board regularly, promptly and comprehensively informed the Supervisory Board, both in writing and orally, about the Company's and the Group's position, the profitability and planning of the Company and its subsidiaries, as well as all matters relevant to the Company and the Group concerning strategy, planning and business development. For this purpose, it prepared, among other things, quarterly reports containing detailed information on the economic and financial position of Allane SE and its subsidiaries. The Supervisory Board reviewed the documents and reports submitted to it for plausibility. The Management Board explained these documents and reports to the members of the Supervisory Board during the meetings. In this context, the Supervisory Board addressed questions to the Management Board on key matters, critically examined the reports and proposed resolutions submitted by the Management Board, and contributed its own suggestions. The members of the Supervisory Board also maintained regular contact with the members of the Management Board outside of meetings. In particular, the Chairman of the Supervisory Board was in regular contact with the Chief Executive Officer between meetings and discussed matters relating to strategy, planning, business development, the Company's risk situation, risk management and compliance. In 2025, the Audit Committee held two regular meetings in the form of video conferences. All members of the Committee attended these meetings. Beyond this, the Supervisory Board did not establish any decision-making committees. During the reporting period, the Audit Committee primarily discussed the Company's annual and consolidated financial statements and the combined management report for the 2024 financial year, as well as the dependency report pursuant to Section 312 of the German Stock Corporation Act (AktG). No objections were raised in the course of these reviews. Furthermore, the Committee addressed the issuance of the audit mandate for the 2025 financial year. Topics in the Supervisory Board plenum The Supervisory Board regularly addressed the current business development, the strategic direction, the risk situation, risk management, internal control systems, the development of the contract portfolio in the individual business segments, as well as the net assets, financial position and results of operations of Allane SE and the Allane Mobility Group. In addition, it dealt without the participation of the Management Board with matters concerning the Supervisory Board and personnel matters relating to the Management Board. The Supervisory Board discussed the following topics in particular: Business planning and strategy. At the beginning of the reporting period, the Supervisory Board addressed the Management Board's business planning for the coming years and revisited the Group strategy. The Supervisory Board was provided with a detailed explanation by the Management Board of the multi-year planning, the strategy and its progress, and approved the budget and planning adjustments, which were required in particular in light of national and international developments, changes in the market and business environment, and the geopolitical situation. Annual General Meeting: In preparation for the Annual General Meeting on 31 July 2025, the Supervisory Board discussed the agenda items in detail. These included, in particular, the election of the auditor, the resolution on the approval of the remuneration report, the resolution on the approval of the remuneration systems for the Management Board and the Supervisory Board, and a resolution on the amendment of the Articles of Association. The Supervisory Board also addressed the reasons for the Group net loss and the net loss for the year in the 2024 financial year and the resulting absence of a dividend. The Supervisory Board adopted its proposed resolutions on the individual agenda items. Campaigns and innovation: During the reporting year, the Supervisory Board was informed by the Management Board about key campaigns and innovations and considered their expected impact on business development. Corporate Governance In March 2026, the Management Board and the Supervisory Board issued the annual declaration of conformity pursuant to Section 161 of the German Stock Corporation Act (AktG). This declaration is permanently available to all shareholders on the Company's website at ir allane-mobility-group.com. With a few exceptions, Allane SE complies with the recommendations of the German Corporate Governance Code issued by the Government Commission. The Supervisory Board was not aware of any indications of conflicts of interest on the part of members of the Management Board or the Supervisory Board. Further information on the Company's corporate governance can be found in the Corporate Governance Statement. Changes to the Management Board and Supervisory Board There were no changes in the composition of the Management Board during the reporting year. There were several changes in the composition of the Supervisory Board during the reporting year. At the beginning of the reporting period, the Supervisory Board comprised Mr Ignacio Barbadillo (Chairman), Mr Jochen Klopper, Mr Ross Williams, Mr Keunbae Hong, Ms Eva Kellershof and Mr Norbert van den Eijnden. Mr Ross Williams stepped down from the Supervisory Board on 30 May 2025. Mr Norbert van den Eijnden stepped down on 26 June 2025. On 10 September 2025, Mr Jochen Klopper left the Supervisory Board, followed by Mr Keunbae Hong, who stepped down on 30 September 2025. Mr Marcelo Brutti and Mr Andre Lorse were appointed to the Supervisory Board by court order at the request of the Management Board on 8 September 2025 and 16 October 2025, respectively. In addition, following a court appointment at the request of the Management Board, Mr. Woo Jong Joo joined the Supervisory Board on January 21, 2026, and Dr. Axel Wieandt joined on April 2, 2026. Audit of the annual financial statements and the consolidated financial statements 2025 The Management Board prepared the annual financial statements of Allane SE as at 31 December 2025 in accordance with the provisions of the German Commercial Code (HGB), as well as the consolidated financial statements and the combined management report for the Group and the Company as at 31 December 2025 in accordance with Section 315e HGB on the basis of the International Financial Reporting Standards (IFRS) as adopted by the European Union. BDO AG Wirtschaftsprufungsgesellschaft, Hamburg, audited the annual financial statements of Allane SE, the consolidated financial statements and the combined management report for the Group and the Company, and issued unqualified audit opinions in each case. The auditor had been appointed by the Supervisory Board on the basis of the resolution of the Annual General Meeting of 31 July 2025. The Audit Committee and the full Supervisory Board received the relevant documents together with the Management Board's dependency report and the auditor's reports. The Supervisory Board took note of the Group net loss and the net loss for the year in 2025 as well as the associated loss carryforward. The discussion and review took place at the Supervisory Board meeting on 29 April 2026. The auditor of the annual financial statements and the consolidated financial statements, who attended the meetings of the Audit Committee and the full Supervisory Board, provided comprehensive information on the key results of his work and the audit. The combined management report presents a true and fair view of the Group's position. In addition, the auditor informed the Audit Committee and the Supervisory Board about services rendered beyond the scope of the audit. In his assessment, there were no circumstances that could give rise to doubts about the auditor's independence. The Supervisory Board approved the results of the audit and, following its own review, raised no objections. The annual financial statements and the consolidated financial statements prepared by the Management Board and audited by the auditor, as well as the combined management report for the Group and the Company, were approved by the Supervisory Board on 29 April 2026. The annual financial statements of Allane SE for 2025 were thereby formally adopted in accordance with the provisions of the German Stock Corporation Act. The auditor included the Management Board's report on the relationships of Allane SE with affiliated companies pursuant to Section 312 of the German Stock Corporation Act (AktG) in its audit and submitted its audit report to the Audit Committee and the Supervisory Board. The audit did not give rise to any objections. The following unqualified audit opinion was issued „Based on our duly performed audit and assessment, we confirm that the factual statements in the report are correct and that, in respect of the legal transactions listed in the report, the consideration provided by the Company was not inappropriately high.“ The review of the report on the relationships of Allane SE with affiliated companies pursuant to Section 312 of the German Stock Corporation Act (AktG) by the Audit Committee and the Supervisory Board did not give rise to any objections. The Supervisory Board therefore concurred with the results of the auditor's review. Based on the final outcome of its own Garching near Munich, April 2026 examination, the Supervisory Board raised no objections to the declaration made by the Management Board at the end of the report on relationships with affiliated companies. Thanks to the I’•1anagement Board and all employees The contract portfolio of the Allane Mobility Group in- creased as planned at the end of the reporting year. Operating Group revenue also recorded significant growth and was within the forecast range. Earnings before taxes (EBT) improved considerably compared to the previous year. This improvement is primarily attributable to reduced non-recurring impairment losses on leasing assets, combined with increased Group revenue driven by the continued growth of the contract portfolio. A net profit was generated in the 2025 annual financial statements. However, due to the existing loss carryforward, this results overall in a net accumulated loss. Retained earnings will not be released, as they would not fully offset the loss carryforward. Consequently, the Management Board and the Supervisory Board will not propose a dividend distribution for the 2025 financial year. The Supervisory Board would like to thank the Management Board, the management of the subsidiaries of Allane SE, and all employees across the Group for their dedicated work during the 2025 financial year and for their contribution to the Company's continued development. The Supervisory Board Ignacio Barbadillo Llorens Marcelo Brutti Woo Jong Joo Eva Kellershof Andre Lorse Dr. Axel Wieandt Chairman Supervisory Board Supervisory Board Supervisory Board Supervisory Board Supervisory Board A3 — Allane SE share Positive performance despite increased uncertainty The 2025 stock market year was characterised by high volatility on the international stock markets. Nevertheless, the Germany benchmark index DAX closed the year with a significant marked gain: it ended the year at 24,343 points, which corresponds to an increase of 23.0% compared to the closing price at the end of 2024 (19,909 points). The annual low was reached on 9 April at 19,670 points, while the DAX recorded its annual high of 24,611 points on 9 October. The positive performance of the DAX in 2025 largely mirrored the upward trend on the international equity markets. It was supported by declining inflation rates, the reduction of the key interest rate by the European Central Bank (ECB), government investment, and, in part, positive business figures from DAX companies. The DAX started trading on 2 January 2025 at 20,024 points. After a confident start to the year, driven by the ECB's expected sixth consecutive interest rate cut and a comprehensive financial package from the German government for defence and infrastructure, the index reached an initial interim high in the spring. At the beginning of April, however, the DAX came under significant pressure after new tariffs imposed by Donald Trump's US administration and fears of an escalation in the trade conflict weighed on market sentiment. A recovery set in from mid-May onwards, and the index reached a new record high on the back of prospects for an agreement in the trade dispute between the US and Europe. At the end of the year, the trend was ultimately dampened by the government shutdown in the US and the deteriorating economic outlook for Germany. Allane-Share showing stable performance The Allane share price remained stable overall in 2025, despite noticeable fluctuations. After a subdued start to the year, the price mainly fluctuated between EUR 9.50 and EUR11.50. The trading volume was higher than in the previous year, with an annual average of 3,308 shares traded daily. At the end of the year, the share price stood at EUR 9.95, representing an increase of 8.2% compared with the price at the end of the previous year (30 December 2024. EUR 9.20). The Allane share started the trading year on 2 January 2025 at a price of EUR 9.05. It reached its annual low of the year of EUR 8.50 on 9 June 2025, the annual high was reached on 25 July 2025 at a price of EUR11.40. Performance of Allane shares compared with the SDAH (indexed to 100) Shareholder structure At the end of the reporting year, Hyundai Capital Bank Eu- 2025 2024 rope GmbH, Frankfurt am Main, held an unchanged 92.07% of the voting rights and thus remained the majority shareholder of Allane SE. No new voting rights notifications were received by the company in the reporting year. Allane      share      information                       Share class No-par value ordinary bearer shares (WKN: High (in EUR)*                                               11.40         1190   Low (in EUR)* 850 920 Year-end price (in EUR)* 9.95 920 Dividend yield (in %)’                                          000 Market capitalisation AODPRE, ISIN: DEOOOAODPRE 6) Stock exchanges          All price-setting German stock exchanges'       (in EUR million)’ as of 31. Dec. 205 189é Trading segment Prime Standard Designated                                  Sponsors                                   Dividend policy Allane SE is committed to the principle of allowing its shareholders to participate in the company's success through an appropriate dividend. The dividend amount is based on the Group's earnings performance and the future requirements for the equity base, particularly with regard to the intended growth in Germany and abroad. For the 2024 financial year no dividend was paid due to the reported net loss for the year. For the 2025 fiscal year, the Management Board and Supervisory Board of Allane SE will propose to the Annual General Meeting on June 25, 2026, that no dividend be paid. The net income generated in the 2025 fiscal year reduces the net loss incurred in 2024. No reserves will be released, as they would not fully cover the loss carried forward. Communication with the capital market As a listed company in the Prime Standard of German Stock Exchange, Allane SE fulfils comprehensive transparency and disclosure requirements. Through continuous dialog with the capital market, it ensures open, timely and comprehensive financial communication. In 2025, the company regularly informed analysts, investors and the media about the Group's business situation and performance. Communication focused on the expansion of the product and service offering as well as establishing new partnerships as part of the FAST LANE 27”growth strategy. The progress made was communicated transparently via various channels. Allane will continue to pursue the goal of regularly communicating the implementation of its growth strategy and the progress made. The aim is to clearly highlight key differentiators and strengths compared to relevant competitors as well as particular opportunities in the individual business areas. 2025 2024 Earnings per share (in Euro) — basic and diluted 1.04 -190 Dividend (in EUR) 0.00 0.00 Number of shares (as of 31 Dec.) 20,611,593 20,611,593 Total dividend (EU R million) 00 00 Pay-out ratio 0% 0% A.4 - Sustainabilit v Sustainability of the Allane Mobility Group Sustainability has long been a key guiding principle in the mobility sector and is shaping the transition to sustainable mobility solutions. For example, the growing market for e-mobility is making a significant contribution to reducing greenhouse gas emissions in the downstream value chain, but it will only achieve its full potential within the framework of a holistically designed mobility architecture. In addition to low-emission vehicles, this also includes a comprehensive charging infrastructure that is consistently based on renewable energies, as well as intelligent control and fleet management solutions. At the same time, a significant societal shift is taking place that is relevant to the leasing industry: demands for flexibility are increasing, usage models are becoming increasingly important compared to ownership, and mobility solutions are increasing in demand on a spontaneous, needs-based, and service-oriented basis. Automotive leasing and professional fleet management offer a key response to this. They enable the efficient use of modern, sustainable vehicles, accelerate the market penetration of new drive technologies, and contribute to reducing the number of vehicles on the roads through higher utilization and demand-oriented vehicle availability. Leasing models thus make a substantial contribution to the sustainable mobility transition and combine ecological responsibility with economic efficiency and social transformation. For the Allane Mobility Group, sustainability is therefore an integral part of its long-term corporate strategy. It pursues the goal of combining economic stability and sustainable value creation while systematically incorporating environmental, social, and governance aspects into its business decisions. This is based on clearly defined values, established governance structures, and increasingly structured processes for managing and further developing the business model As an internationally active leasing and fleet management provider, the Allane Mobility Group takes ecological, social, and ethical aspects into account in addition to economic objectives when conducting its business activities. Sustainability issues are systematically taken into account in both day-to-day operations and strategic decision-making processes. The aim is to identify potential risks at an early stage, meet regulatory requirements, and strengthen the long-term resilience of the business model. The management of the Allane Mobility Group is focused on responsible and long-term value creation. Throughout the entire value chain—from vehicle purchasing, leasing, and fleet management to vehicle marketing—sustainability aspects are taken into account alongside economic criteria. In particular, the structured examination of climate-related issues, regulatory developments, and the expectations of relevant stakeholders is becoming increasingly important. Against this backdrop, the Allane Mobility Group has established various structures and processes in recent financial years. These include the expansion of sustainability management, the clear allocation of responsibilities, and the introduction and further development of analysis and control instruments. These form the basis for a transparent, comprehensible, and future-oriented design of group-wide sustainability activities. Vision The Allane Mobility Group pursues the vision of providing mobility solutions that combine economic efficiency with responsible consideration of environmental and social aspects, thereby contributing to a long-term sustainable mobility architecture. I’•1ission The mission of the Allane Mobility Group is to systematically integrate sustainability aspects into its business model, processes, and decision-making structures as a responsible leasing and mobility provider. In doing so, the company is guided by economic stability, regulatory requirements, and the expectations of its customers, employees, and business partners. Integration of ESG criteria into all areas of the company, including behaviour, policies, processes, and corporate governance. Management The Allane Mobility Group's sustainability management is geared toward systematically integrating sustainability aspects into corporate management, decision-making processes, and the further development of the business model The aim is to take ecological, social, and governance-related issues into account in a structured manner and to assess their relevance for long-term value creation and the resilience of the Group appropriately. Overall responsibility for sustainability management lies with the Executive Board of the Allane Mobility Group. It aligns business policy with the principles of responsible business practices and defines the strategic guidelines and overarching objectives in the area of sustainability. The operational and strategic development of sustainability management is supported by established governance structures that ensure the appropriate involvement of relevant departments. To support the Executive Board, an ESG Forum was established in the reporting year to perform a coordinating, strategic, and regulatory function. The ESG Forum deals with the classification of relevant ESG issues, the derivation of action requirements, and the coordination of sustainability-related measures at the corporate level. In this sense, it contributes to the integration of sustainability aspects into the corporate strategy and serves as a central committee for group-wide exchange on ESG-related issues. The implementation of sustainability measures, as well as the collection and analysis of relevant data, takes place at the operational level within the respective business and functional areas. Responsibility for this lies with the relevant units in accordance with their areas of responsibility and influence along the value chain. This decentralized approach ensures that sustainability considerations are taken into account in a practical manner and integrated into existing processes. In addition, a cross-functional Green Team has been established, comprising employees from various business units and functions. The Green Team plays a coordinating role in the implementation and further development of selected ESG measures and projects and contributes to the continuous improvement of sustainability management. In addition, it is responsible for the annual external sustainability certification by EcoVadis. For corporate management purposes, a group-wide carbon footprint was prepared for the first time for the 2024 fiscal year, in accordance with the international standards of the Greenhouse Gas Protocol (GHG Protocol). The carbon footprint assessment has been established as an ongoing process and is updated annually, including the preparation for the 2025 fiscal year. The results of the carbon footprint assessment provide transparency regarding the major sources of climate-impacting greenhouse gas emissions along the entire value chain and are intended to serve as an analytical basis for management decisions in the future. In particular, they enable the structured assessment of climate-related risks and areas requiring action, the prioritization of measures for the gradual reduction of climate-related emissions, and the further development of strategic and operational approaches in the context of sustainable mobility. The integration of emissions data into relevant management and decision-making processes is taking place gradually. In fiscal year 2025, further governance and control processes were developed and established in the context of sustainability. These include, among other things, the structured analysis of relevant economic activities with regard to the requirements of the EU Taxonomy Regulation (Regulation (EU) 2020/852). The aim of the EU taxonomy is to create transparency with regard to the environmentally sustainable economic activities of companies and their contribution to the environmental goals of the European Union. As part of this process, an analysis of climate-related risks and the resilience of the business model to climate change was also carried out in order to systematically address regulatory requirements and identify potential impacts on the business model at an early stage. In addition, a process for integrated strategy development was launched in the 2025 reporting year, which is intended to lay the foundation for the development of a new corporate strategy. As part of this process, the future viability of the Allane Mobility Group is to be strengthened through the systematic integration of sustainability aspects into the corporate strategy. At the same time, work began on a 1.5°C-compliant climate transition plan, which is currently under development. Both initiatives serve to further concretize the long-term corporate orientation against the backdrop of climate-related, regulatory, and market developments. The Allane Mobility Group's sustainability management is also supplemented by group-wide guidelines and standards. Of central importance is the Code of Conduct, which defines the binding ethical and legal framework for the actions of all employees and relevant business partners. Compliance with the established principles is regularly reviewed and supported by appropriate training and awareness-raising measures. Materiality In alignment with the European Sustainability Reporting Standards (ESRS) published by the European Financial Reporting Advisory Group (E FRAG) the Allane Mobility Group conducted a comprehensive materiality analysis in the 2024 financial year. The aim of this analysis was to systematically identify and assess the material sustainability-related impacts, risks, and opportunities (IROs). The materiality analysis included both an assessment of the impact of the company's own business activities on the environment and society (impact assessment) and an analysis of the financial risks and opportunities that may arise from sustainability-related developments along the upstream and downstream value chain (financial assessment). Internal and external influencing factors were specifically taken into account in order to obtain a holistic picture of key sustainability issues along the entire value chain. As a result, those sustainability-related IROs were identified that have a significant impact on people and nature as well as on the business model, strategic orientation, and corporate decision-making of the Allane Mobility Group. These IROs form the basis for deriving key areas of action and for structuring sustainability management and its strategic approaches. The IROs identified as material can be assigned to the following seven thematic areas. Climate change (E1) Pollution (E2) Resource Use and Circular Economy (E5) Own Workforce (S1) Workers in the Value Chain (S2) Consumers and End-users (S4) Business Conduct (G1) For the 2025 fiscal year, the list of significant IROs and topics was reviewed in a separate plausibility check process. The aim was to ensure that the material impacts, risks, and opportunities identified in the previous year remain current and relevant. This structured review confirmed that the material IROs identified in fiscal year 2024 and the topics derived from them remain unchanged. The main reason for this was that there were no significant changes in the business model, value chain, or regulatory environment during the reporting year that would have required the materiality analysis to be supplemented or fundamentally reassessed. Regular review of the results of the materiality analysis ensures that the Allane Mobility Group's sustainability management can continuously adapt to relevant internal and external developments. This approach supports consistent, transparent, and forward-looking management of sustainability-related issues and at the same time forms a solid basis for the further development of the sustainability strategy and the associated fields of action. As the Corporate Sustainability Reporting Directive (CSRD) will still not have been fully transposed into German law by the end of the 2025 financial year, the Allane Mobility Group will not be subject to the extended legal requirements for CSRD-compliant sustainability reporting in the 2025 reporting year either. Accordingly, the provisions of the German Commercial Code (HGB) and the CSR Directive Implementation Act (CSR-RUG) continue to apply. The Allane Mobility Group is therefore not obliged to prepare separate non-financial reporting and has made use of the group exemption. Key areas for action The sustainability management of the Allane Mobility Group is designed to align the company's business activities with ecological, social, and ethical considerations. It is operation-alised through fields of action, goals, and measures, which are systematically integrated into corporate processes. Additionally, the sustainability management framework is shaped by the requirements and interests of various stakeholders, with particular emphasis on customers, employees, suppliers, and investors. The Allane Mobility Group's key ESG-relevant areas of action are derived from the materiality analysis conducted for the first time in fiscal year 2024 in accordance with ESRS requirements, as well as the review of its relevance carried out in fiscal year 2025. They form the substantive framework for the design of the sustainability strategy and the derivation of concrete measures along the entire value chain Climate change (E1) and pollution (E2) The Allane Mobility Group is aware of the impact its business activities have on the climate and other environmental issues. Climate-impacting greenhouse gas emissions and other environmental impacts, particularly those related to the vehicle fleet, are closely linked and are therefore considered together as part of sustainability management. The development and implementation of measures in this area of action focus in particular on the composition, renewal, and use of the leasing fleet, as well as on the underlying organizational and control related processes. The fixed terms of the leasing contracts result in regular renewal of the vehicles and thus in the increasing integration of modern and lower emission drive technologies. In this way, the average emissions of the fleet are gradually reduced and environmental performance is gradually improved. Climate Change and Pollution: Action Plan Performance This key figure reflects in particular the composition of the fleet and the proportion of lower-emission vehicles, enabling a transparent assessment of the effectiveness of the measures implemented. Objective Systematic tracking of the organization's climate-impacting greenhouse pas emissions Further development of Measures Preparation and regular updating of a group-wide carbon footprint in accordance with the Greenhouse Gas Protocol Development of a 1.5°C-compliant climate transition plan Indicators Carbon footprint Progress on the climate transition Average COC—emissions of the leasing fleet in g/km 2025 85 Resource use and circular economy (E5) 2024 88 climate-related management frameworks Integration of climate-related aspects into management processes Reduction of the organization's climate- and environment-related impacts Support for sustainable mobility solutions for customers (in preparation) Gradual incorporation of emissions data into relevant decision-making and management processes Ongoing integration of lower-emission vehicles (e.g., electric and hybrid vehicles) Consulting services on the electrification of vehicle fleets and the selection of suitable vehicle models plan Incorporation into management processes Organization's CO2 emissions (tCO2) Proportion of electrified vehicles in customer fleets The responsible use of resources and the promotion of circular economy approaches are further core elements of the Allane Mobility Group's sustainability management. The aim is to limit resource consumption within the company's sphere of influence, systematically identify efficiency potential along the entire value chain, and reduce environmental impact caused by excessive resource use. In its operational business, resource use particularly affects energy and water consumption at its own locations as well as the handling of materials and waste fractions. The Allane Mobility Group is committed to the efficient use of these resources and continuously monitors the relevant consumption figures. In addition, existing structures and processes are regularly reviewed and, where appropriate, In addition, the Allane Mobility Group supports its customers in implementing sustainable mobility solutions. This includes, in particular, consulting services on the selection of suitable vehicle models, the gradual electrification of vehicle fleets, supplemented or replaced by more efficient solutions. Resource Use and Circular Economy: Action Plan Performance and the integration of complementary mobility and service offerings. The aim is to help customers reduce both climate-impacting greenhouse gas emissions and other environmentally relevant effects associated with vehicle use. Another example of the Allane Mobility Group's ecological commitment is the ”You Drive — We Plant“ initiative. As part of this campaign, autohaus24 plants one tree for every used Objective Efficient use of resources in our own operations Reduction of internal resource consumption Measures Indicators Monitoring of energy and water Energy consumption; consumption Implementation of selected (kWh); efficiency measures at locations Water consumption (m*) Raising employee awareness of Consumption resource-conserving behaviour; trends by location Use of energy-efficient vehicle sold. In 2025, this initiative resulted in the planting of                  equipment and systems              over 6,652 trees. The assessment and further development of measures in the area of climate change and environmental pollution is based Improvement of waste and recycling management Introduction and further Waste volume; development of waste separation Recycling rate and recycling concepts; Cooperation with suitable waste disposal partners on appropriate key performance indicators. The emissions data collected as part of the Group-wide carbon footprint serves as the technical basis for classifying significant sources of emissions along the value chain. A key operational indica- Promotion of the circular economy in the leasing business Orderly return and reuse of vehicles; Standardized processes for marketing lease returns Percentage of vehicles reused tor for monitoring the development of climate-related and environmentally relevant impacts is the average CO, emissions of the leasing fleet. In the context of the leasing business in particular, the focus is also on promoting circular economy approaches. The aim is to use vehicles as long and efficiently as possible and to recycle them in an orderly manner at the end of the lease term. As of 31 December 2025, the active leasing contracts in the portfolio had an average term of around 41 months. Standardized return and marketing processes ensure that vehicles are put to further use, thereby optimizing resource utilization throughout their entire life cycle. are provided to support an active and health-conscious workday. Own Workforce — Employer Attractiveness: Action Plan Performance Objective          Measures                Indicators         In addition, the Allane Mobility Group implements measures to reduce waste and improve recycling rates in its own business operations. These include raising employee awareness of the importance of using materials in a resource-efficient manner and utilizing suitable disposal and recycling concepts, supported by regular internal training and topic-related presentations. Company Employees (S1) Employees are a key factor in the sustainable economic success of the Allane Mobility Group. Against this backdrop, the Ensuring high employee satisfaction Increasing employer attractiveness Ensuring fair and non-discriminatory working conditions Promoting employee development Regular employee surveys; Identifying and implementing improvement measures Survey response rate Flexible work models (e.g., trust-based working hours, remote work) Health promotion initiatives Embedding principles of equal treatment and anti- discrimination Raising employee awareness Conducting training sessions, worksho ps, and e-learning CO UFSOS Individual development Employee satisfaction results Percentage of employees with flexible work models Number of reported discrimination incidents via the internal whistleblower system Number of continuing education hours per employee company pursues the goal of creating an attractive, fair, and reliable working environment that supports employee performance, motivation, and long-term retention. Key priorities include promoting equal opportunities, respectful cooperation, and avoiding any form of discrimination. Accordingly, the corporate culture is characterized by fairness, transparency, and mutual respect. These principles apply throughout the group and are enshrined in corresponding guidelines and internal regulations. To enhance its attractiveness as an employer, the Allane Mobility Group offers its employees flexible working models that enable a better work-life balance. These include trust-based working hours, individual part-time arrangements and, depending on the role and area of responsibility, the option of mobile working. In addition, health promotion programs                                          measure                               The continuous development of employees is another key component of human resources management. Technical, methodological, and personal skills are specifically promoted through needs-based continuing education programs, training courses, and e-learning formats. The aim is to secure the qualifications of employees in the long term and support their individual development within the company. Surveys are conducted regularly to measure employee satisfaction. The results serve as a basis for deriving and implementing appropriate measures to further improve working conditions and corporate culture. In addition, an open feedback culture is practiced, which promotes continuous exchange between empIo ees and mana ers. The Allane Mobility Group has a performance-based remuneration system for certain employee groups to recognize and promote individual performance. At the end of the reporting period, 11% of employees at the German locations received variable remuneration in addition to their fixed salary. The corresponding models are evaluated regularly, the proportion of employees with variable remuneration is recorded on an ongoing basis. Further information on strategic human resources management, support programs, and the basic features of the remuneration system is provided in the ”Hu-man Resources Report” section of this annual report. Workers in the value chain (S2) The Allane Mobility Group is aware of its responsibility towards employees along the upstream and downstream value chain. This includes, in particular, employees of suppliers, service providers, and other business partners involved in the channels. This is intended to help reduce risks in the area of working conditions in the value chain. Workers in the Value Chain: Action Plan Performance Objective          Measures                Indicators         provision of services related to the leasing and mobility business. The aim is to promote minimum social standards and systematically take into account potential risks in connection with working conditions. Cooperation with business partners is based on clearly defined principles of responsible and compliant conduct. These include, in particular, compliance with applicable labour and social security regulations and fundamental human rights standards. The expectations of business partners are anchored in corresponding regulations and contractual agreements and form the basis for responsible cooperation. Social aspects are taken into account in the selection and management of suppliers and service providers, insofar as Promotion of minimum social standards among business partners Consideration of social risks in the value chain Awareness raising and dialogue with business partners Response to identified risks Strengthening social responsibility in the Anchoring social requirements in contractual agreements; Communicating expectations to suppliers and service providers Risk-oriented assessment of significant business relationships Exchange on social and labour law issues; Use of existing communication and reporting channels Examination and initiation of appropriate measures in the event of indications of infringements Supporting local initiatives in supplier regions Percentage of business partners with contractually agreed standards Number of identified social risk areas Number of reports on social issues Number of measures initiated (qualitative) Number of supported initiatives; this falls within the sphere of influence of the Allane Mobility Group. A risk-oriented approach is pursued, focusing in particular on key business relationships. The aim is to identify potential social risks at an early stage and address them appropriately. In addition, the Allane Mobility Group promotes open communication with business partners on social issues. Reports of possible violations of agreed standards can be addressed through existing reporting and communication supply                                      chain                                         Consumer and end users (S4) Customer and end-user satisfaction and protection are at the heart of Allane Mobility Group's business activities. As a leasing provider and fleet manager, the company strives to provide transparent, reliable, and needs-based mobility solutions and to ensure a high quality of service throughout the entire customer relationship. A key focus is on the transparent design of products, contracts, and communication processes. Customers are provided with clear information about services, terms and conditions, and relevant contract content. Compliance with applicable legal requirements—particularly in the areas of consumer, data protection, and competition law—forms a central basis for the company's business activities. In addition, the Allane Mobility Group pursues the goal of ensuring high service quality and continuously monitoring customer satisfaction. To this end, feedback from customer contact, complaint management, and, where applicable, customer surveys are used. Findings from these sources are incorporated into the further development of products, processes, and services. The protection of personal data is of great importance to the company. Data is processed in compliance with the applicable data protection requirements. Appropriate organizational and technical measures help to ensure the confidentiality, integrity, and availability of data. Consumers and End—users: Action Plan Performance The management of the Allane Mobility Group is guided by the principles of responsible and long-term value creation. Strategic management and monitoring of business activities are the responsibility of the Executive Board, which is supported by appropriate governance and control structures. Sustainability aspects are taken into account within the Objective Measures Ensuring transparent Clear product and contract customer information; information Compliant customer communication Indicators Number of customer inquiries regarding contract terms framework of existing decision-making and control processes. A central component of corporate governance is ensuring High customer satisfaction Protection of personal data Service and complaint management; Analysis of customer feedback Customer satisfaction index; Implementation of data protection requirements; Technical and organizational security measures Number of complaints Number of data protection incidents compliance and integrity. The Group-wide Code of Conduct defines binding principles for lawful, ethical, and responsible conduct. It is aimed at all employees and relevant business partners and provides a framework for dealing with conflicts of interest, preventing corruption, and ensuring fair business practices. Continuous Use of customer feedback for improvement of product and process products and optimization SOFVICOS Business conduct (G1) Number of improvement measures implemented The Allane Mobility Group expects suppliers with whom the company has business relationships to comply with the principles set out in the Code of Conduct for Suppliers. The code contains essential requirements for suppliers with regard to compliance with laws, prevention of corruption and bribery, fair business practices, social and labour standards, sustainability, and environmental protection. Responsible and transparent corporate governance forms the basis for the sustainable and long-term business activities of the Allane Mobility Group. The aim is to strengthen the trust of investors, business partners, customers, and employees through clear governance structures, effective control mechanisms, and compliant conduct. Business Conduct: Action Plan Established internal control and risk management systems are in place to ensure compliant corporate governance. These serve to identify, assess, and manage significant risks at an early stage, including those that may arise from regulatory, ethical, or sustainability-related issues. Reports of possible violations of internal or external regulations can be addressed through defined reporting channels. Objective Ensuring responsible corporate governance Performance Measures Indicators Clear governance and Regular review of decision-making governance structures structures; Integration of sustainability considerations into The continuous development of governance structures is an integral part of the Allane Mobility Group's sustainability management. This ensures that corporate governance is appropriately structured, even against the backdrop of changing regulatory and market requirements.                          management processes      Promoting compliance and ethical conduct Group-wide Code of Number of reported Conduct; compliance issues Raising employee                      awareness                    Effective risk and control management Established internal control and risk Identified material risks (qualitative)                        management systems          Transparency and trust Use of defined reporting Use of reporting and communication channels channels Management report on the situation of the group and the company Group fundamentals 23 Business report 27 Human resources report 40 Disclosures in accordance with sections 289a 45 and 315a of the HGB Report on outlook 47 Report on risks and opportunities 52 Non-financial declaration in accordance with sections 68 289b to e and 315b and c of the HGB Dependent company report 68 Additional information for Allane SE (pursuant to the HGB) 69 Corporate governance declaration in accordance with 72 sections 289f and 315d of the HGB Annual Report 2025 Page 22 B.1— Group fundamentals Business Model of the Group Group structure and management Allane SE, Garching near Munich, is a European Stock Corporation (Societas Europea) and the parent company of the Allane Mobility Group, which mainly conducts its business under the business names of "Allane", "Allane Mobility Consulting", "autohaus24", "Sixt Neuwagen", and "Sixt Leasing" The Company has its registered offices in Parkring 33/3, 85748 Garching near Munich, and is registered in the Commercial Register of Munich Local Court under docket number HRB 227195. The Company has been established for an indefinite period. As a financial services company, Allane SE is supervised by the Bundesanstalt fur Finanzdienstleistungsaufsicht (BaFin — Federal Financial Supervisory Authority) and must comply with the minimum risk management requirements for banks and financial services institutions set by BaFin and the applicable provisions of the German Banking Act (KWG). The Com an 's shares have been listed on the re ulated market (Prime Standard) of the Frankfurt Stock Exchange since its IPO on 7 May 2015. By approval of the Annual General Meeting on 1 June 2016 the Company was transformed by way of changing the legal form according to Art. 2 (4) in conjunction with Art. 37 SE-Reg to Sixt Leasing SE. On 16 July 2020, Sixt Leasing SE was acquired to approximately 92% by Hyundai Capital Bank Europe GmbH (HCBE), Frankfurt am Main, Germany, a subsidiary of Santander Consumer Bank AG, Monchengladbach, Germany, and Hyundai Capital Services Inc., Seoul, South Korea, as part of a voluntary public takeover offer. As part of the separation from Sixt SE, the Annual General Meeting of Sixt Leasing SE resolved on 29 June 2021 to change the Company's name to "Allane SE". The new company name "Allane SE" was entered in the commercial register on 5 August 2021 The Management Board of Allane SE is responsible for managing the company and consists of Mr. Eckart Klumpp, Chairman of the Management Board (CEO) and Mr. Alvaro Hernandez, member of the Management Board (CFO) The Supervisory Board of Allane SE, which consists of six members in accordance with the Articles of Association, a ’ points, monitors and advises the Management Board and IS directly involved in decisions of fundamental importance for the Company and the Group. During the reporting period, there were various personnel changes on the Supervisory Board for a variety of reasons. Four Supervisory Board members left during the year, and two members were newly appointed by the court. The selection and appointment process for the remaining positions was not yet complete during the reporting period. Details of the changes during the year are set out in the notes to the consolidated financial statements under “C.5.3 Supervisory Board and Management Board of Allane SE“’ Allane SE acts as the operating leasing company and parent company of the Allane Mobility Group. It holds direct or indirect stakes of 100% in the subscribed capital of a total of twelve companies that are mainly active in the leasing or fleet management business. Five of these companies are based in Germany, while the remaining seven companies are based in France, Switzerland, Austria or the Netherlands. There is a profit and loss transfer agreement between Allane SE and Allane Mobility Consulting GmbH and One Mobility Management GmbH As of the balance sheet date of 31 December 2025, the share capital of Allane SE amounted to EUR 20,611,593.00 and is divided into 20,611,593 ordinary bearer shares. The company's shares are no-par value shares with a pro rata amount of subscribed capital of EUR1.OO per share. The shares are fully paid up. The largest shareholder on the balance sheet date was Hyundai Capital Bank Europe GmbH, Frankfurt am Main ("HCBE"), which held 92.07% of the ordinary shares and voting rights. As part of the sale of Allane SE to HCBE by Sixt SE, Allane SE and Sixt concluded various agreements in which the temporary continued use of the "Sixt" brand is legally regulated. Accordingly, the continued use of the "Sixt" brand is limited to a period of five years after the closing of the transaction. The right to use the "Sixt Neuwagen" and "Sixt Leasing" brands end in June of the 2025 financial year. In April 2023, the Allane Mobility Group presented its new brand identity. Since then, fleet leasing has been operating under the brand "Allane Fleet", formerly "Sixt Leasing", and fleet management under "Allane Mobility Consulting", formerly "Sixt Mobility Consulting" - each with a new corporate identity. This was followed in the 2024 financial year by the reorganization of the Online Retail segment, which has been operating under the "Allane" brand since November 2024 and was also managed under "Sixt Neuwagen" until June 2025. The contents of the other agreements concluded between Allane SE and HCBE or related parties are presented in the notes to the consolidated financial statements under "Related party disclosures". Group activities and services portfolio The Allane Mobility Group comprises the two business areas of Leasing and Fleet Management. The Leasing division conducts its operating business through the operating segments Online Retail, Fleet Leasing and Captive Leasing The Fleet I’•1anagement business division is not further subdivided and forms the central business area as an independent segment. The Allane Mobility Group makes its decisions on resource allocation on the basis of the Fleet Leasing, Online Retail, Captive Leasing and Fleet Management segments. However, to provide a better overview, the operating business is first divided into the two business areas of Leasing and Fleet Management before further segmentation takes place. Leasing business unit In the Leasing division, Allane SE operates as a leasing company with a multi-brand offering in Germany. The division is also represented by operating subsidiaries in France, Switzerland and Austria. The Leasing division is divided into the Fleet Leasing (corporate customer leasing), Online Retail (private and commercial customer leasing) and Captive Leasing ("Hyundai Leasing" and "Kia Leasing") segments In Fleet Leasing, the Group offers lease financing and related services (so-called full-service leasing) for corporate customers. The target group includes medium-sized and large companies with fleets of more than 100 vehicles, which are characterized by a high degree of diversity in terms of manufacturers, models and vehicle types and therefore exhibit a certain degree of complexity. Allane SE supports these medium-sized and large customers with individual fleet solutions. Smaller corporate customers with fleets of around 20 to 100 vehicles are also supported. The approach in this customer segment is to professionalize fleet purchasing using standardized products and processes. In addition to traditional finance leasing, the range of services includes a variety of services such as cross-manufacturer online configuration, advice on vehicle selection, online approval procedures according to specific company guidelines, price-optimized vehicle procurement, vehicle maintenance over the entire term of the contract, tire changes, breakdown and claims assistance, claims management including insurance processing and the management of fuel cards, vehicle taxes and radio licence fees. Measured against the contract portfolio in Fleet Leasing, the proportion of contracts that combine finance leasing with service components of varying scope was of the end of 2025 around 91% (2024. around 94%) of the contract portfolio in Fleet Leasing. In the segment Online Retail, Allane SE operates the classic online retail business via the websites allane.de and auto-haus24.de. The platforms offer private and commercial customers with a fleet size of up to 20 vehicles the opportunity to freely configure more than 300 models, request an individual leasing offer and order vehicles online. In addition, customers can choose from a large number of readily available stock vehicles. In the Online Retail segment, customers can book additional services such as maintenance and wear-and-tear packages, inspections, winter tires and insurance packages directly online in addition to the leasing contract, with the costs being included in the leasing rate. In December 2025 the proportion of private and commercial customers who had selected at least one service component as part of their contract was around 61% (2024. around 49%). As part of the implementation of FAST LANE 27, the Captive Leasing segment was integrated into the Leasing division in the 2022 financial year. As part of captive leasing, private and commercial customers are offered Hyundai and Kia vehicle models directly via the dealer network at the point of sale. The central element is the "Allease" dealer portal developed by Allane. In addition to the classic leasing offer, additional services such as maintenance and wear-and-tear packages, inspections, winter tires and insurance packages can be offered at the point of sale and integrated into the leasing rate. At the end of 2025, around 44% (2024. 37%) of private and commercial customer contracts in the Captive Leasing segment included at least one service component. Fleet Management business unit The Allane Mobility Group operates the Fleet Management division via Allane Mobility Consulting GmbH, which was founded in 2011, and other direct and indirect subsidiaries of Allane SE. Its expertise in the management of larger vehicle fleets is also offered to customers who have purchased their vehicles or leased them from other providers. The target group ranges from medium-sized companies to large international corporations. As a fleet manager, Allane Mobility Consulting's aim is to advise and support companies in the procurement and operation of leasing and purchased vehicle fleets. To this end — just as in fleet leasing — self-developed, online-based IT tools are used, including the Multibid Configurator and the Fleetlntel-ligence analysis tool. The Multibid configurator offers functions such as freely configuring fleet vehicles, comparing them with possible alternative vehicles and carrying out tenders for desired vehicles from various leasing companies. Fleet customers and managers also have access to the digital analysis tool "Fleetlntelligence" for internal analyses. The application is based on (cloud) technology and enables the vehicle fleet to be analysed with regard to important parameters such as inventory, costs, sustainability and damage. In addition, Allane Mobility Consulting supports the company car users of customers with all vehicle-related issues, from ordering and accident management to wheel changes. The self-service app "My-Allane" enables vehicle-related tasks such as booking work-shop appointments to be carried out via smartphone and supports digital communication between fleet managers and company car users. Significant external influencing factors As an internationally active leasing group with a stock-listed parent company, the business activities of the Allane companies are exposed to the influence of several different legal systems and stipulations/requirements. These include road traffic and public order stipulations, as well as tax and insurance laws, and capital and financial market regulations. Economically, the Group is dependent on general economic conditions, which particularly affect the consumption behaviour of private customers and companies’ willingness to invest as well as the development of the used car market. Next to these, changes in interest rates, regulatory or in tax frameworks are key external factors that can have an impact on Allane Mobility Group's business. Likewise, social trends can also affect the demand for mobility services, as for example the increasing willingness to pay for the provision of mobility in form of a time-dependent using fee rather than for owning a vehicle. Business management The long-term business success of the Allane Mobility Group is measured by using predefined financial and operative control parameters. The company is managed based on the Fleet Leasing, Online Retail and Captive Leasing segments in the Leasing division and Fleet Management in the Fleet Management division. The following financial and operative control parameters (financial performance indicators) are particularly relevant for the Allane Mobility Group: Profitability: consolidated operating revenue (leasing revenue (finance payments), other revenue from leasing operations, and fleet management revenue (excluding revenue from the sale of used vehicles)), as well as profit from ordinary activities (profit before taxes/EBT). Financial position: Cash flow/liquidity requirements based on contract signings. Asset position: the Group's contract portfolio (number of contracts). Research and development Allane SE did not pursue any significant research activities in the 2025 financial year. To drive forward the digitalization of its business model, Allane SE develops new products, applications and digital business processes itself. Depending on project requirements, capacity needs and relevant expertise, Allane makes use of external services. In the 2025 financial year, production costs of EUR 4.9 million (2024. EUR 6.3 million) were incurred for development projects in progress. Scheduled amortization of EUR 6.6 million (2024. EUR 5.9 million) was recognized in the financial year for completed and commissioned in-house developments. There were no impairment losses for completed and commissioned in-house developments in the 2025 financial year (2024. EUR 0.0 million). Impairment losses of EUR 0.0 million (2024: EUR 0.2 million) were recognized for software not yet completed in the 2025 financial year. The impairment loss was recognized exclusively on software no longer in use. B.2 — Business report Due to rounding, it is possible that selected figures in this report cannot be added up to the amount recorded and that the year figures listed do not follow from adding up the individual quarterly figures. For the same reason, the percentage figures listed may not always exactly reflect the absolute numbers to which they refer. Economic environment The Allane Mobility Group and its subsidiaries operate in its home market of Germany as well as in France, Switzerland, Austria and the Netherlands. Key factors have a significant influence on the Group's business activities in these markets, in particular the investment activities of companies, the willingness of business and corporate customers to spend, the consumer behaviour of private customers and the development of the used car market. The global economy remained stable in 2025, albeit with significant regional differences. According to the International Monetary Fund (IMF) and the Kiel Institute for the World Economy (IfW), global gross domestic product (GDP) rose by 3.3% compared to the previous year. This means that the growth rate remains at the same level as the previous year, in which global production grew by 3.3 %. Growth slowed in China in 2025, with robust exports partially offsetting weak domestic demand. In the United States, rising technology investments in particular provided growth momentum and compensated for temporary headwinds. In Europe, too, technology-related investments contributed to the economic upturn, albeit to a lesser extent. In Asia, this was also reflected in strong export growth for semiconductors and technical equipment. Despite initial signs of a slowdown, global trade remained robust overall, as strong technology-related exports offset the weaker momentum in other product categories. Global inflation remained largely stable, although high living costs and persistently high inflation expectations continue to be a major burden in the United States. According to the IM F, GDP in the euro area grew by 1.4% in 2025, while growth in 2024 was only 0.9%. According to the IfW, the growth rate in 2025 was 1.5% (2024: 0.8%). After two years of recession, the German economy grew slightly again in 2025. According to initial calculations by the Federal Statistical Office (Destatis), GDP rose by 0.2%. Growth was mainly driven by rising consumer spending by private households and the government. In contrast, exports declined again. The export economy faced considerable headwinds from higher US tariffs, the appreciation of the euro and increasing competition from China. In addition, investment remained weak: both equipment and construction saw less investment than in the previous year. In contrast, both private and government consumer spending rose significantly in price-adjusted terms in 2025. On average, 46.0 million people were employed in Germany in 2025. This figure remained virtually unchanged from the previous year. The government budget deficit in 2025 was just under EUR 8 billion lower than in the previous year, at around EUR1O7 billion. Measured in terms of nominal GDP, the deficit ratio fell to 2.4% in 2025 (2024: 2.7%), according to Destatis. The macroeconomic developments described had varying effects on the Allane Mobility Group's business model. While the slight economic recovery in Germany and stable consumer spending supported demand in the private and corporate customer segments, ongoing corporate investment restraint, geopolitical uncertainties, and increased interest rate volatility weighed on individual market segments. Furthermore, developments in the used-car market significantly influence residual value trends, which serve as a key control parameter in the leasing business. The Executive Board continuously takes these factors into account in its strategic and operational management. In 2025 financial year, particular emphasis was placed on actively managing interest rate, residual value, and liquidity risks, as well as on ensuring adequate capital and liquidity levels. The Group‘s risk-bearing capacity was maintained at all times during the reporting period. Against the backdrop of heightened macroeconomic uncertainties, the stress test scenarios were further tightened. Based on the results, a subordinated loan from the parent company was raised as a precautionary measure during the course of the year to further strengthen the capital base. As of 31 December 2025, there were no liquidity gaps. Further details regarding the structure of the internal control and risk management system, the risk-bearing capacity calculation, and a detailed description of the significant risks and opportunities are provided in Section B.6 — Risk and Opportunity Report. Group business performance overview and comparison with forecast of the year Overview of key performance indicators                                                                    31 December 2024             Outlook 31 December 2025 150,000 to 170,000 Group contract portfolio (number of contracts)                                                               143500             contracts             156,800   Range of EUR 570 million to Operating consolidated revenue (in EUR million)                                                                 4576         EUR 620 million                 574.7   Range of EUR 25 million to Earnings before taxes (EBT) (in EUR million) -49.3 EUR 35 million 33.7 The Allane Mobility Group's business performance met the financial performance indicators for the 2025 financial year forecast on 30 May 2025. The contract portfolio of the Allane Mobility Group as of 31 December 2025 amounted to 156,800 contracts by 9.3 % above the level of the previous year (2024. 143,500 contracts). This figure is broken down into 147,200 active contracts and 9,600 concluded but not yet active contracts. The positive development in the contract portfolio is mainly due to the ongoing successful contract development in the Captive Leasing segment. Contract portfolio‘ Consolidated earnings before taxes (EBT) remained at EUR 33.7 million (2024. EU R -49.3 million), significantly above the previous year's level. This development is primarily due to lower impairment charges amid a continued increase in leased assets. The residual and market value differences are attributable in particular to electric vehicles. As a result, the operating return on sales (ratio of EBT to operating consolidated sales on a net basis) amounted to 5.9% (2024. -10.8%). Overall Assessment of Business Performance and the Group's Financial Position Allane Mobility Group's business performance in the reporting year was positive overall. The contract portfolio exceeded the previous year's level, primarily due to growth in the Cap- inthousands 2025 2024 Change in% tive Leasing business segment. Consequently, consolidated revenue also increased, driven in part by a rise in financing Leasing Business Unit 113.4 94.6 19.9 rates. thereof Business segment Fleet Leasing 30.0 31.4 -45 thereof Business segment Online Retail 24.9 24.2 29 thereof Business segment Captive Leasing 585 39.0 500 Fleet Management Business Unit                                43.4        48.9        112   Group total                          156.8        143.5          9.3   Consolidated operating sales (excluding sales revenue) increased on a gross basis by 25.6% to EU R 574.7 million (2024. EUR 457.6miIIion. This is mainly due to the growing Group contract portfolio in the Captive Leasing segment. In addition, high acquisition costs for new vehicles led to rising leasing install ment income (”financial rent“) and consequently to increased consolidated operating revenue. EBT was also significantly higher than in the previous year. This development is primarily due to a decrease in impairment losses, coupled with continued growth in the lease portfolio. Overall, the Executive Board of Allane SE assesses the Group's business performance and its net assets, financial position, and results of operations at the end of the reporting period as having improved compared to the previous year. Since the balance sheet date, the escalation of geopolitical tensions in the Middle East has created additional uncertainties for the energy, financial, and transportation markets. At the time of preparing the consolidated financial statements, it is not yet possible to reliably quantify the potential financial impact on the Group's net assets, financial position, and results of operations. Contract and revenue performance of the business units Leasing business unit In the Leasing division, the contract portfolio at the end of the reporting year amounted to 113,400 contracts 19.8% above the figure as of 31 December 2024 (2024. 94,600 contracts). The number of contracts in the Fleet Leasing segment fell by 4.5% to 3O,OOO contracts (2024. 31,400 contracts), while the number of contracts in the Online Retail segment increased by 2.9% to 24,900 contracts (2024. 24,200 contracts). The Captive Leasing segment recorded steady growth in 2025: the number of contracts increased by more than 50% to 58,500 contracts (2024. 39,000 contracts). Total revenue in the Leasing segment rose by 15.7% to EUR 835.4 million in the reporting year (2024. EUR 722.1 million). Operating revenue, i.e. business segment revenue excluding proceeds from the sale of lease returns, increased by 25.4% to EUR 546.8 million (2024. EUR 435.9 million). Income from the sale of used leased vehicles increased by 0.8% to EUR 288.6 million (2024. EUR 286.2 million). The Fleet Leasing business segment slightly decreased its total revenue by 5.2% to EUR 324.0 million (2024: EUR 341.8 million); however, the operating segment revenue rose by 6.9% to EUR 209.4 million (2024: EUR195.9 million). Sales revenue decreased significantly by 21.5% to EUR 114.6 million (2024: EUR145.9 million). The Online Retail segment generated total sales of EUR 226 4 million (2024. EUR 244 5 million), representing a year- on-year decline of 7.4%. Operating segment sales remained almost constant with a change of 1.0% to EUR 114.7 million (2024: EUR113.6 million). Sales revenue increased by 14.7% to EUR111.7 million (2024: EUR 130.9 million). The Captive Leasing segment generated total revenue of EUR 284.9 million (2024. EUR 135.8 million), which corresponds to growth of >1OO% compared to the previous year. Operating segment revenue also increased by >1OO% to EUR 222.7 million (2024. EUR126.4 million). Sales revenue also increased by >1OO% to EUR 62.3 million (2024. EUR 9.4 million). A comprehensive explanation of developments in the individual business segments can be found in the Business report under “7. Segment reports”. Fleet Management business unit In the Fleet Management division, the number of contracts as of 31 December 2025, decreased by 11.2% to 43,400 con- tracts (2024. 48,900 contracts). The division's total revenue in 2025 was EUR 28.8 million, representing an increase of 14.3% (2024. EUR 25.2 million). Operating segment revenue (excluding sales proceeds) increased by 28.6% to EUR 27.9 million (2024. EUR 21.7 million). Revenue from the brokerage and sale of customer vehicles decreased by 77.1% to EUR 0.8 million (2024. EUR 3.5 million). A comprehensive explanation of developments in the individual business segments can be found in the Business report under “7. Segment reports”. nual Report 2025 Page

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