Annual and sustainability report 2025

‌Annual and Sustainability Report 2025

We put our hearts into it

‌Contents

6

Sustainability statement

Events in 2025

Pioneers in Nordic care 8

Interview with the CEO 9

Our service offering 12

Quality of life with the individual in focus 13

Strategy and value creation

About Attendo 16

Attendo solves complex societal challenges 17

Demographic trends are driving demand for care 18

Sustainable care strategy 20

Strategic focus areas 21

Attendo's role in society 22

Key performance indicators for value creation 23

Attendo as an investment 24

The Attendo share 25

Governance

Introduction 47

ESRS 2 General disclosures 48

ESRS E1 Climate change 59

EU Taxonomy disclosures 64

ESRS S1: Own workforce 66

ESRS S4 Consumers and end-users 70

ESRS G1 Business conduct 73

Auditor's limited assurance on statutory

sustainability statement 81

Financial reports

Consolidated financial statements 83

Notes to the consolidated financial statements 86

Parent company financial statements 107

Notes to the parent company financial statements 109

The audited annual accounts and consolidated accounts can be found on pages 40-80 and 82-112.

The Board of Directors' report is part of the Annual Report and can be found on pages 40-45. The Sustainability statement, which is included in the Directors´report, can be found on pages 46-80. Its format is compliant with the European Sustainability Reporting Standards (ESRS), which are part of the Corporate Sustainability Reporting Directive (CSRD), and has been prepared in accordance with the Swedish Annual Accounts Act.

The official annual report is prepared in Swedish in the format for uniform electronic reporting (ESEF). The Annual Report is also published in a Swedish and English PDF version, which are not prepared in accordance with ESEF and thus do not constitute official versions. The English version is a translation of the Swedish original. Publication date 31 March, 2025.

2

This is Attendo

Attendo in brief 4

Events in 2025 6

Pioneers in Nordic care 8

Interview with the CEO 9

Our service offering 12

Quality of life with the individual in focus 13

3

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Units: 3

Employees: 200 Beds in units: 200 Net sales: 0,2 SEK bn

Units: 360

Employees: 14,000 Beds in units: 6,500 Net sales: SEK 7.7 bn

Units: 410

Employees: 18,800 Beds in units: 14,400 Net sales: SEK 11.1 bn

"In 2025, Attendo continued to grow sustainably with high, stable quality and profitability. We are well equipped to meet the growing need for care in the coming years."

- Martin Tivéus, President and CEO

CO: Care for older people

DC: Disabled Care

OC: Other Care

Attendo in brief

Attendo is the leading care company in the Nordics with operations in Finland, Sweden and Denmark. We are developing modern and cost-effective ways of working, adding both capacity and knowledge to help society meet its care needs today and in the future.

Together with local Swedish and Danish authorities and Finnish welfare regions, we solve complex individual-based care needs with a higher average satisfaction rate than public providers, at a lower cost to society. Every day, Attendo's more than 33,000 employees at around 800 operations provide over 30,000 customers with care for older people, care for people with disabilities (LSS) and individual and family care.

The operations are guided by our vision - to provide better care to more people. Our daily care work is based on our common mission of empowering the individual, as well as our values of care, commitment and competence.

Sales Adjusted earnings per share1

SEK bn 19.0 SEK 6.03

Customers

27,500

Units

770

1 Lease-adjusted.

Beds in units

21,000

Employees

33,000

4

Attendo Annual and Sustainability report 2025

This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Net sales by geography Net sales by service offering Net sales by contract model

Attendo operates in two business areas : Finland and Scandinavia.

About 70 percent of sales come from elderly care (nursing homes and home care).

The operations are mainly run in-house. Asmall and decreasing share is outsourced (on behalf of public clients).

Scandinavia, 42%

Finland, 58%

Care for older people, 72% Disabled care, 14% Individual & family care and social psychiatry, 11%

Other, 3%

Own operations, 92%

Outsourcing, 8%

Net sales and operating margin

Attendo is continuously adding new care capacity to meet the increasing care needs that come in the wake of, among other things, the demographic development in our home markets. During 2025, Attendo terminated contracts without long-term sustainable prospects and further reduced the share of outsourced operations.

20,000 8

15,000 6

10,000 4

5,000 2

0

2021

2022

2023

2024

0

2025

Net sales, SEKm Lease-adjusted operating margin (EBITA), %

5

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Events in 2025

2025 was a year of high activity and positive development throughout Attendo. The year saw a focus on developing quality as well as expanding capacity to meet increased demand for care. This positive development is proof of our focused efforts to always put the care recipient at the centre. Our ambition is clear: to deliver better and more specialised care with more satisfied care recipients at a lower cost to society. That's how we create long-term value for all our audiences.

Q1

In January, Attendo announced it had appointed Malin Fredgardh Huber as new Business Area Director for Attendo Scandinavia, to join Attendo's executive management team.

In March, we were proud to announce that Unika Musikal is presenting this year's performance of M/S Aphrodite. Daily activities are an important part of Attendo's operations within Unika. Through Unika's various specialisations, care recipients can participate in activities that contribute to a meaningful everyday life and a natural place in society. The musical drew full houses.

To meet the increasing demand for care in the coming years, the labour force needs to grow.

Q2

In April, Tommy Falck was appointed as the new Business Development Director and member of the Executive Board.

gory 1, according to LSS, and offers safe support in everyday life in an environment where language never becomes an obstacle.

Attendo Finland participated in a national research project aimed at using AI in daily documentation to free up more time for care.

Key figures

6

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Q3 Q4

means that staff can fully involve residents in all situations, around the clock. This makes the home unique and in high demand.

Sweden. The aim is to inspire more seniors to engage in everyday physical activity and to create meetings that build community across generations. Movement and close relationships are key factors in improving quality of life. Over 3,000 people took part.

In October, Attendo divested its child and family care operations in Finland. The strategic direction for Attendo in Finland is to continue to develop services for older people, people with disabilities and mental health problems, and for clients in rehabilitation for substance abuse. The divestment is a natural step given Attendo Finlands strategic direction.

At the end of the fourth quarter, Attendo reached the highest satisfaction among relatives ever (51 in 2025 compared to 44 in 2024). This is the result of a determined effort over the year. In Finland, carers' meetings have been organised across the country, and in Sweden, more and more people are using our app Nära, which allows family members to follow their loved ones' daily life in a care home and communicate with staff.

Away to give family members, especially those living far away, a sense of

community and security.

7

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Pioneers in Nordic care

Attendo's journey as a pioneer in Nordic care began when the company was founded in 1985. We are a long-term player that has been around for over forty years, and over the years, we have built a significant business and made important contributions to the care sector. Our focus, then and now, is to provide better care and spread it to more people.

2016/2018

Mobil Care in home care at

Attendo was founded as a part of Swedish state-owned companies with a business idea to offer tailored services that simplify everyday life for older people at home. Our first care assignment at the start was to provide home care services in Danderyd, Sweden. In the 1990s we became privately owned and in 2015 we were listed on the Stockholm Stock

Attendo has grown from two to around 33,000 employees at around 800 units in three countries in 40 years. We are the Nordic leader in high-quality services in care for older people, disabled care and care for individuals and families. We have been responsible for progress that has benefited the entire care sector.

2017

Safe and secure

2015

residential care centres

2020/2021

Apps for internal communication and with relatives

2021

Attendo Way - handbook for care operations

2024

Exchange. We continuously invest a significant part of our profits in, e.g. new capacity, digitalisation and new ways of working.

1991

New innovations: Home binder, personal contact person

2011

Anonymous relatives

2012

Concept for lifestyle nursing homes

2022

Quality of Life-interviews

ASCOT and RAI

Unika and Viljan, new brands in DC and I&F

2025

Attendo continues to grow, maintains high and stable satisfaction in its key target groups, and reaches its financial targets for 2026 one year in advance

1985

Founded as Svensk Hemservice AB. Firstcare operations: Home Care in Danderyd

1994

First care home on outsourcing contract in Malmö

2001/2003

Name changed to Attendo Vision and values launched

Industry's first quality report

2010

HBT-certification

2004

Own nursing homes

2005

Industry's first quality system (AQ05)

2006

Launches individual and family care

2015: IPO on Nasdaq Stockholm with, among others, Nordstjernan as the main shareholder

2007: IK Investment Partners (formerly Industri Kapital)

2005: Bridgepoint

2000: TeleLarm Care

1995: Sodexo

1993: Industri Kapital

1985: Swedish state-owned enterprises/Procordia

8

Attendo Annual and Sustainability report 2025 This is Attendo

Strategy

Governance

Directors' report

Sustainability statement

Financial reports

Other

CEO and President, Attendo

Ready to meet the growing care needs

of society

In 2025, Attendo took important steps and is well positioned to continue investing in both quality and capacity to meet the growing need for care in society. Attendo's ambition is clear: to provide better and more specialised care to more people -at a lower cost to society. Increased capacity utilisation, more accurate workforce planning and a continued clear focus on quality, together, contributed to this year's strong financial performance. After a strong 2025, we achieved the profitability target for 2026 ahead of time and in conjunction with the

year-end report for 2025, we communicated updated financial targets with a view to 2028.

9

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

• I am most proud of the high and stable level of satisfaction among care recipients, relatives, employees and payors that we have and manage to maintain over time. It is all these daily encounters that determine how well we fulfil our mission. Stakeholder satisfaction is at the heart of everything we do.

  As we set new financial targets for 2028, we do so with high quality and satisfaction at the core and from a strong financial position. This gives us the right conditions to continue to develop Nordic care and to add capacity at the high rate that demographic developments require. This means we can continue to deliver on our promise of more care for more people.

  By the end of 2025, satisfaction among care recipients' relatives was the highest we have measured so far. What are the main factors or activities behind the stable and high satisfaction of our stakeholders?

• Several factors come into play and interact. Leadership, culture, people and support systems are all interlinked. In recent years we have, among other things, invested in improving leadership skills, uppgraded tecnical support and in continuous development and knowledge sharing. In 2025, we also had an increased focus on relatives because their trust and peace of mind is important to us.

  In Finland, we organised open meetings for family members across the country, and in Sweden, more and more people are using our family app Nära, which allows family members to follow their loved one's daily life in a care home and to communicate with our staff. A way to give family members, especially those living far away, a sense of community and security.

  Most importantly, our work is never done - our culture is one of continuous monitoring and improvement where necessary.

  As more and more people live longer, the need for care in society is increasing, and this is happening at the same time as public resources continue to be limited due to the need to provide for more and more people. How do you see Attendo's role in society?

• It is true that Nordic care faces a critical funding, capacity and competency shortage. This is primarily due to demographic trends. In addition to the fact that overall life spans are increasing, the number of older people over 85 will increase dramatically over the coming years. Regardless of who is providing the care, all positive contributions will be needed to ensure that both quality and capacity continue to develop in line with demographic developments. At Attendo, we see ourselves as part of the solution to these societal challenges; we want to continue to make a difference in society and are well equipped to do so.

  It is not only the demand for care in general that is increasing - we also see that our specialised knowledge in a variety of niches is increasingly in demand. In 2025, for instance, we opened Stockholm's first sign language group home in over 20 years. All staff at the facility, including the director, are deaf and sign-language literate. This means that staff can fully involve residents in all situations, around the clock. There could hardly be a better example of the difference we as a resource strong player can make to individuals and society.

  And looking rationally at relatively small countries like Finland, Sweden and Denmark, it is not reasonable that every single municipality or welfare region should have all the specialised knowledge required to meet all types of care at all stages of life. Through our size and experience, we are able to invest in the necessary specialised knowledge in different care niches and can be the reliable partner and provider that municipalities and regions

  can turn to.

  The same logic applies when looking at adding more capacity in, for example, elderly care. For a smaller municipality a new care home is something they might build every 20 years, and it is difficult to uphold knowledge and experience for this type of complex projects. After having set up hundreds of care facilities in the Nordics over the last 20 years, we are experts . This means that we often build at a lower cost and more efficiently. For local authorities and welfare regions, care is part of a greater responsibility to their citizens - for us, it is what we have been doing 24 hours a day for over 40 years.

  As we look ahead, we do so with a strengthened financial position, a clear focus on our important social mission and high ambitions."

  10

  
  
  

  Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

  Directors' report

  Sustainability statement

  Financial reports

  Other

  We need to continue to raise awareness of the real benefits we bring to society. And we need to ensure that the debate on the future of care is informed by knowledge and at system level.

  In 2025, Attendo Finland participated in a national research project aimed at using AI in daily documentation to free up more time for care. New technologies may play an increasingly important role in care, but to do so, someone has to dare to challenge conventional notions of what is possible.

  Freedom of choice in care is a prerequisite if we are to continue to make a difference. It is also a prerequisite for continuing to develop more care for more people at a lower cost to society.

  So we need to continue to monitor and influence policy decisions, for example in relation to new technologies in care and freedom of choice as a facilitator. This is how we ensure the care of tomorrow, the self-deter-mination of the individual and the right of all people to live the lives they want in the conditions that exist.

  Financial stability and sustainable growth are prerequisites for the continued development of Nordic care. Tell us more about the updated financial targets we communicated in the year-endreport?

• Simply put: we will do more of the same with higher ambitions. With a clear and proven growth model as a foundation, we are now continuing to develop Attendo. Value creation is key - profitability, growth through acquisitions and new establishments, increased occupancy, economies of scale and active capital allocation are all important pieces of the puzzle. Continuing to work actively, and make use of tecnical advancement to increase productivity in day-to-day operations is also a given.

We want to be predictable, sustainable and value-creating for all our stakeholders. By being an attractive investment for our shareholders, we create the longterm stable financial performance needed to continue solving care challenges.

"When Attendo started, it was with the strong conviction that the individual should always be at the centre of every single care intervention. This was far from the prevailing approach to elderly care at the time. We were pioneers then, and it is a force that is still alive and strong in Attendo. Challenging and improving care is part of our culture - forever curious and with the individual in focus. Our unique position allows us to continue to develop quality, working methods and structure while helping to bring in the new capacity needed.

As we look ahead, we do so with a strengthened financial position, a clear focus on our important social mission and high ambitions. We are increasing our pace of investment and now have 800 new care places

under construction.

With our expertise in different care needs, our strength in building new capacity and our close collaboration with Swedish municipalities and Finnish welfare regions, we are ready to meet the increasing demand for care in the coming years.

Danderyd March 2026

Martin Tivéus

11

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Our service offering

Attendo has a broad service offering for life's different care needs. We are a Nordic leader in care for the elderly, care for persons with disabilities and social psychiatry. In Sweden we also run individual and family care and in Finland we also offer meal services and staffing services.

Attendo offers homes for older individuals with dementia or somatic care needs in private apartments with access to common areas. The care recipient / relative, contact person and nurse plan everyday life together.

We offer comprehensive care, meals, cleaning, laundry, evening and night services and home care. Implementation is planned with the care recipient based on current assistance assessment.

with the ambition to lead an active, dignified and independent life.

We relieve families and create a meaningful everyday life for young people and adults at day care centres, offer respite care and companion services, as well as short-term housing.

advanced rehabilitation care.

In Sweden we run counselor-supported family homes, crisis and emergency homes, HVB homes, dependency care, schools, and various forms of supportive housing where the goal is for the person in need of help to move on to living independently following a care intervention.

In Finland we also offer meal services and staffing services.

Attendo is our common brand in care for older people in Sweden and Denmark as well as all care operations in Finland.

We provide care for people with disabilities under the name Unika and individual & family care under the name Viljan in Sweden.

In Finland we also have the brands Aurio for home care, Silkkitie for recruitment and Vireko for meal services.

12

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Quality of life with the

individual in focus

Attendo's operations are based on our vision to provide better care to more people. Attendo therefore invests continuously in the development of quality, innovations and new, cost-effective ways of working in Nordic care, and adds new care capacity to society. Our mission is to empower the individual, which means taking into account the wishes of each care recipient. Our values - care, commitment and competence - guide us in every action, every day.

We are facing a future where more and more people will need care at different stages of their lives, and we are ready to continue making a difference."

- Martin Tivéus, President and CEO

13

Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Examples: Business Area Scandinavia

Movement and community improve quality of life

Examples: Business Area Finland

New technologies free up time for what matters most

Examples: Business Area Finland

Everyone deserves a second chance

In many of our units, we offer activities that promote movement and community, such as gymnastics and choir singing. As a local example, yoga and meditation have been regular activities at the Ädelstenen nursing home outside Stockholm. These activities have a positive impact on the satisfaction of staff, care recipients and their families. Having a recurring activity to look forward to also contributes to a meaningful everyday life.

Attendolunken is another example: a recurring exercise and community initiative that has taken place annually for the past thirteen years in elderly care centres in Sweden. In 2025, the initiative engaged around 130 specialised housing and home care services and brought together nearly 3,000 participants across the country. Ultimately, it is about creating quality of life with the individual at the centre. We do our best every day to ensure that the needs of each individual in our care are recognised and met.

At the heart of care work is human contact. Yet, care workers spend a lot of time in front of the computer documenting. In 2025, an AI solution was trialled in nursing homes in Finland, allowing staff to spend more time with care recipients and less time at the keyboard. The technology works through voice recognition, and it simply converts speech into text in structured documentation that meets current requirements.

Documentation time was reduced from 45 to 20 minutes per shift. The 25-minute gain is equivalent to spending 6 percent more of our working time with residents.

The Finnish Institute of Occupational Health evaluated the pilot project and confirmed measurable improvements, while employees reported lower stress levels.

In 2025, Attendo Finland produced "Toinen mahdollisuus" (Second Chance), a four-part podcast in which care recipients in rehabilitation shared their experiences.

The podcast challenges the stigma of drug addiction and mental health problems. Finland is facing a crisis: mental illness is the leading cause of disability retirement, while drug-related deaths continue to rise. Yet stigmatisation still prevents many from seeking help. Some suffer in silence despite available support.

The podcast reached 5,460 listeners in its first month and climbed to 13th place on Spotify's Rising Podcasts list. It gained 445 new followers and produced 615,000 reactions on social media.

Representatives from Finnish welfare regions reported that they listened to the series - and placed new care recipients with Attendo.

"Activities where you can socialise in groups, exercise and spend time outdoors increase the quality of life for the elderly - this is evident both in daily conversations and when we measure satisfaction in our activities"

• Malin Fredgardh Huber, Business Area Director, Attendo Scandinavia

  "We need to test new technologies so that our skilled employees can focus on what machines cannot replace: human interaction and contact."

• Virpi Holmqvist, Business Area Director, Attendo Finland

14

Strategy and value creation

About Attendo 16

Attendo solves complex societal challenges 17

Demographic trends are driving demand for care 18

Sustainable care strategy 20

Strategic focus areas 21

Attendo's role in society 22

Key performance indicators for value creation 23

Attendo as an investment 24

The Attendo share 25

15

Attendo Annual and Sustainability report 2025

This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

About Attendo

Attendo was a pioneer in care when it was founded over 40 years ago. Our focus, both then and now, is to develop better care for more people. We aim to have long-term partnerships and to collaborate closely with local Swedish and Danish authorities and welfare regions in Finland.

Attendo's vision is to provide better care to more people. The vision points out the overall direction of our activities. It embodies the dual ambition that has been at the heart of our company since it was founded 40 years ago - to continuously improve care and to spread it so that it benefits more people.

To move towards this vision in our daily care work, we have been working for over 20 years with a concrete and clear mission - to empower the individual. Based on the unique needs and wishes of each individual, we want to see, support and strengthen each person to live an independent, dignified and meaningful life. Our mission is based on our conviction that every person wants to continue to be who they are and decide on their own life - regardless of their care needs.

Good care starts with every encounter and every action taken by our employees. That is why we work value-driven so that our three values - care, commitment and competence -permeate everything we do. Attendo's values work is kept alive through recurring activities in our units. The values thus also become a central part of how we treat our stakeholders and how we perform our services.

Attendo's business strategy and long-term goals are the basis for how Attendo works with social and environmental impact, as well as with the responsibility that comes with being a large company. Our work to achieve the goals of being the preferred choice for care recipients and relatives, employees and clients, and to be a natural and fundamental part of society, reflects our social impact and our contribution to positive development. In 2025, Attendo's Board of Directors decided that Attendo will set science-based climate targets and join the Science Based Targets initiative (SBTi). The accession to SBTi was communicated in January 2026, and the targets will be set and communicated within 24 months. Our Sustainability Statement is presented in full on pages 46-80.

Access to safe, high-quality care for people with needs is a central part of a sustainable society. Attendo's business strategy is based on contributing to sustainable development for our stakeholders and for society as a whole.

16

Attendo Annual and Sustainability report 2025 This is Attendo

Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

XXX

Attendo solves complex societal challenges

17

In partnership with our municipalities and welfare regions, we are addressing several complex societal challenges that taken both separately and together will require new capacity and the development of new innovative ways of working that increase the quality and efficiency of care. In the coming years, demand for elderly care, in particular, will increase significantly in our home markets.

Attendo Annual and Sustainability report 2025

This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Demographic trends are driving demand for care

Sweden

'000 people 80+ years

Finland

'000 people 80+ years

The demographic trend, with more and more people living longer, is the external factor that most affects Attendo's opportunities going forward. However, limited public resources and increasing digitalisation also have an impact. Attendo can contribute with both quality and capacity to facilitate, solve societal challenges and be a reliable and long-term partner to the public sector.

544

497 502

682

812

902

864

256

283

315

360

469

536

576

2010 2015 2020 2025 2030 2035 2040 2010 2015 2020 2025 2030 2035 2040

18

Attendo Annual and Sustainability report 2025

This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

The number of people over 85 is expected to increase by more than 30 percent in the Nordic region by 2030.

More elderly people mean more demand for health and social care services, both in terms of special housing and advanced home care.

Implications and challenges

• Need for increased capacity in health and social care with resources to deal with more people with chronic diseases and complex care needs.

• Risk of overloading public services, which are already experiencing growing queues for health and social care.

  Limited public resources

  A large number of local authorities and regions are facing financial constraints and are unable to increase investment in line with needs. The cost of building new capacity has increased as a result of a number of external factors that have created high inflation.

  Implications and challenges

• Local authorities and regions prioritise urgent needs over investments in more capacity, quality development and innovations. The number of beds in health and social care does not keep pace with demand, reducing accessibility for people in need. Inequalities between municipalities and regions are increasing. A cent saved in municipal care often becomes a cost for primary or emergency care instead.

• Cost-effectiveness in operations therefore needs to improve without compromising quality. There is a growing need for co-operation between private and public actors.

  Low level of digitalisation and innovation

  Most healthcare and care providers still use manual processes for planning, documentation and communication. The care sector is furthermore heavily regulated, which means the level of digitalisation is lagging compared to other industries.

  Implications and challenges

• Inefficiencies and higher costs due to a lack of useful and

  well-functioning tools make it harder for employees, customers and neighbours to benefit from new technologies.

• There is a need to break resistance to change, influence legislation and train staff in new tools and ways of working. The aim is to free up time - not to replace human interaction with digital tools and new technologies, but to complement it.

Attendo's solutions

To be the obvious long-term partner to the client and the best in operation. We work with local authorities, welfare regions, investors and real estate developers to build modern, customised capacity that meets both care recipients' needs and regulatory requirements. As a major player, we can both anticipate where the needs are and offer customised solutions to deploy resources where they are most needed.

Attendo's solutions

We develop and add new capacity in collaboration with customers and investors - faster, with high quality and at a lower cost than public developers. We develop customised concepts for higher quality and increased cost efficiency.

Attendo's solutions

With our economies of scale, we can both invest in and introduce new work methods and tools that increase efficiency and improve the quality of care. We strive to have the best technological solutions for employees, care recipients, relatives and clients.

19

Attendo Annual and Sustainability report 2025

This is Attendo Strategy Governance

Directors' report

Sustainability statement

Financial reports

Other

Sustainable care strategy

Vision

Better care to more people

Mission

Empowering the individual

Attendo's vision is to provide better care to more people. We are committed to developing new ways of working and new service offerings, as well as investing in new technology and increased capacity to meet future care needs. Attendo's mission is to empower the individual, which means that we see, support and strengthen every person. Individual needs are at the centre. We want everyone to be able to live an independent, dignified and meaningful life.

Attendo's business strategy is based on value creation on several levels - for our stakeholders, for society and for our shareholders. We have established three long-term goals that actualise our work, and all our activities aim to fulfil these goals.

Long-term goals

and profitable growth

We are the first choice for

ourstakeholders

By ensuring that we run a

high-quality business we are the preferred choice for care recipients and relatives, employees and clients. This is how we gain broad trust and attract the best staff. We have close partnerships with care recipients and their families, provide support and training to our employees and are at the forefront of developments in quality, working methods and tools, as well as access to care in the markets we operate in.

We are a natural and fundamental part of society

A well-functioning welfare society is based on people with needs being able to trust that they will receive help and support when they cannot manage on their own. Attendo strives for close partnerships with local authorities and welfare regions, where we anticipate, identify and respond to changing needs. We want to lead care development towards the future, with new effective working methods, high quality and employees who have the right tools and the right competence for the task. We want to be considered an essential and integral part

of society.

We create sustainable and profitable growth

Strategic focus areas

Efficient operating model

Right Good competence growth

Voice in society

Responsibility

Values

Care

Commitment

Competence

High quality and a strong and sound financial position lay the foundations for a care organisation that can take on long-term responsibility. It provides the conditions not only for running day-to-day operations in a sustainable way, but also for being able to continue to invest in quality, new technology and new capacity. With stable surpluses, it is also possible to provide returns to Attendo's shareholders, and ensure that Attendo is an attractive investment.

20