Attendo : Annual Report - Report

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‌Annual and Sustainability Report 2025 We put our hearts into it ‌Contents This is Attendo Directors' report Attendo in brief 4 Directors' report 41 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 Assurance 112 Corporate governance report 27 Auditor's report 113 CEO and Executive Management 30 Other Internal audit of financial reporting 31 Five-year summary 118 Board of Directors and auditor 32 Quarterly summary 119 Executive Management 34 Definitions 120 Risks and risk management 36 Financial calendar, contact and AGM 122 Auditors report on corporate governance report 39 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 Denmark Units: 3 Employees: 200 Beds in units: 200 Net sales: 0,2 SEK bn Sweden Units: 360 Employees: 14,000 Beds in units: 6,500 Net sales: SEK 7.7 bn Finland 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 share 1 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 Malin Fredgardh Huber new Business Area Director of Attendo Scandinavia 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. M/S Afrodite at Unika Musikal daily activities in Sweden 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. Attendo Finland in national campaign to promote labour immigration to care To meet the increasing demand for care in the coming years, the labour force needs to grow. Q2 Tommy Falck new Director of Business Development at Attendo In April, Tommy Falck was appointed as the new Business Development Director and member of the Executive Board. Sweden's only deaf LSS manager leads new sign language housing On 14 May, Unika Kvarnbacken was inaugurated - a new group home in Grillby outside Enköping, where both residents and staff communicate in sign language. The accommodation is aimed at people in person cate- gory 1, according to LSS, and offers safe support in everyday life in an environment where language never becomes an obstacle. Attendo grows within LSS and the Unika brand - acquires Främja AB In June, Attendo Scandinavia acquisition of Främja was finalised. The acquisition is a further step in Attendo's growth journey and investment in LSS operations under the Unika brand. AI and innovation in care Attendo Finland participated in a national research project aimed at using AI in daily documentation to free up more time for care. Key figures 2025 2024 2023 Net sales, SEKm 18,991 18,980 17,287 Operating profit (EBITA), SEKm 1,872 1,520 1,333 Profit for the year, SEKm 813 450 376 Customer satisfaction (cNPS) 1 48 45 39 Relatives satisfaction (rNPS) 1 51 44 38 Employee satisfaction (eNPS) 1 21 23 20 1 See further definitions, page 120 6 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Q3 Q4 Unika opens Stockholm's first sign language group home in 20 years On 3 September, Unika opened a new group home in Solna - the first in Stockholm with a sign language environment in almost 20 years. All staff, including the director, are deaf and fully sign-language literate. This means that staff can fully involve residents in all situations, around the clock. This makes the home unique and in high demand. 2025 Attendolunken: Quality of life through the joy of movement September saw the return of the Attendolunken programme to over 70 nursing homes in Sweden. Attendolunken is the annual walk that engages older people, carers, staff and children in many locations in 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. Attendo divests its child and family care operations in Finland 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. Highest satisfaction among relatives so far 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. From business idea to Nordic care leader 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 Attendo's ownership 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 Martin Tivéus 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 The Finnish operations continued its positive development, while we saw clear improvements in Scandinavia. What will you take with you from 2025? 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. Attendo has been around for over 40 years -wemade a big difference and broke new ground whenwe started. What is our most important task goingforward? "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. Care for older people Nursing homes 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. Home care services 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. Disabled care Group homes and supported housing Attendo offers homes for different ages, disabilities and care needs. Everyday life is planned together with the care recipient, with the ambition to lead an active, dignified and independent life. Day care, respite care and short- termaccommodation 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. Other care Social psychiatry and rehabilitation Attendo offers personalised residential-care for people with neuropsychiatric and psychosocial disorders. We also provide advanced rehabilitation care. Individual and family 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. Other services 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. Strategy 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. Sustainability work and pledge 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. Caring for society 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 Proportion of the population living beyond the age of 80 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 +66% 256 283 315 360 469 536 576 +66% 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 Demographic trends - an ageing population that is ever growing 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 long-term goals 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. We are the preferred choice for customers and relatives, employees and clients Long-term goals We are a natural and fundamental part of society We create sustainable 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 Sustainability commitment Our sustainability commitment is to create value with responsibility for our role in society and our impact on the environment and climate 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 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Strategic focus areas To help us prioritise and ensure we are constantly working towards our goals, we have defined five strategic focus areas: Efficient operating model To ensure that the company is run efficiently and sustainably in the long term, for the benefit of care recipients, relatives, clients and ultimately society, our way of managing, the "Attendo Way", where quality and digitalisation are always in focus. Right competence Our people are the key to our success, which is why we continuously invest in leadership, management development and a healthy corporate culture that rewards openness and recognises the individual. Good growth Continuing to invest in quality and capacity requires long-term sustainable growth. Attendo has a proven growth model for organic growth that we combine with high-quality acquired growth. Voice in society As one of the largest and leading care providers in the Nordic region, we take our social responsibility very seriously. We participate in public debate, influence policy decisions and actively engage with other stakeholders with common interests in care issues. Responsibility We work actively to be a responsible company in terms of environmental impact, climate footprint, social issues and corporate governance. We continuously work to limit our climate footprint, and in 2025, we decided to start work on developing science-based climate targets. Sustainability pledge Our sustainability commitment is to create value with responsibility for our role in society and our impact on the environment and climate . 21 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Attendo's role in society Giving people with care needs access to high-quality care services is a fundamental part of a sustainable society. By responsibly offering more people access to high-quality care at a lower cost than public providers, Attendo plays an important role in solving society's care needs across the Nordic region. Impact on the surrounding community The care Attendo provides has an obvious impact on our most important stakeholders and target groups as well as on society at large. Impact arises for individuals and for society, as well as within the business and externally, for example when we procure goods and services needed to fulfil our care delivery. Code of conduct Attendo and all employees are subject to an extensive and complex set of laws and regulations. Our Code of Conduct describes how our employees and we as a company should carry out our daily work in a way that meets the demands and expectations of the world around us as a responsible social actor. Attendo also requires our major suppliers to comply with the code. Contribution to the economy Attendo's operations create several positive effects on the economy. Our main contribution is the care we provide and the jobs it creates, both while we are building new facilities and while we are running day-to-day operations. A normal-sized nursing home employs around 30 full-time workers during construction and around 50 full-time workers during operation. Attendo is also a significant taxpayer in its home markets. Attendo's key stakeholders Care recipients Care recipients are the individuals who benefit from our care. They have assessed care needs and want to receive the right care at the right time, be met by staff who recognise their individual needs, and live a dignified, independent and meaningful life. Employees People are the basis for delivering care services. They want the right conditions to carry out their work, a good working environment and leaders and colleagues who are present, knowledgeable and supportive. Employees want the opportunity to influence the content of their work and their own development. Relatives Relatives are those who have personal ties to the care recipient, usually the immediate family. They are often very concerned about safety and well-being. They want to feel and see in action that their loved ones are receiving safe and competent care from staff they trust and have a good dialogue with. They are a group that values clear and frequent communication and information. Customers Clients are local authorities, welfare regions or government agencies responsible for care in the markets where Attendo operates. Clients expect care to be delivered in accordance with agreements and regulatory requirements, in a sustainable manner that provides good quality for the tax money spent. They also expect governance models and follow-up that ensure transparency towards citizens and control. 22 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Key performance indicators for value creation About the key figures Attendo's long-term goals and key performance indicators aim to support the work towards the vision of providing more care to more people. Quality measures such as stakeholder satisfaction are as important as financial measures in ensurin-glong-term sustainable profitability and growth. The key performance indicators are reported regularly during the year, and the latest results are reported in connection with quarterly reports. The outcome for the full year 2025 and comparative figures from previous years are reported here. Customer satisfaction, cNPS (-100/+100) We measure customer satisfaction (satisfaction with care) to ensure and develop the care recipients' experience of Attendo as a care provider. Relative's satisfaction, rNPS (-100/+100) We measure family satisfaction to ensure good dialogue and develop the relationship with the care recipient's family. Employee's satisfaction, eNPS (-100/+100) We measure employee satisfaction to ensure that our staff have the right conditions and enjoy their work. Client satisfaction, pSAT (1-5) We measure client satisfaction to develop our services and our cooperation with local authorities and welfare regions. 2025 Outcome: 48 2025 Outcome: 51 2025 Outcome: 21 2025 Outcome: 4/5 36 39 45 48 44 38 29 20 21 4 51 23 4 4 4 2022 2023 2024 2025 2022 2023 2024 2025 2022 2023 2024 2025 N/A 2022 2023 2024 2025 Number of customers receiving care through Attendo We provide care recipients, local authorities and welfare regions with care services that meet the needs of society. We develop quality and add new capacity. Number of own-operated beds opened (capacity made available) We are adding new care capacity to meet the demographic trends driving growing demand in all our home markets. Earnings target (lease-adjusted earnings per share in SEK), full year We aim for stable surpluses to ensure that we can continue to invest in both quality and capacity to continue solving societal challenges together with the public sector. Dividend target (proposed/ paid dividend in SEK per share) We reinvest most of the surplus in developing the quality of care and new capacity. Net debt target (lease-adjusted net debt/EBITDA) We strive for financial stability to ensure a long-term sustainable profitable business. 2025 Outcome: 27,500 27,500 26,800 27,500 30,100 2025 Outcome: 379 357 379 2025 Outcome: SEK 6.03 per share 274 156 6.03 2025 Outcome 1 : SEK 1.80 per share 1.8 4.08 3.02 0.68 1.2 2025 Outcome: 1,1 x 4.4 1.7 1.2 1.1 1.0 2022 2023 2024 2025 2022 2023 2024 2025 2022 2023 2024 2025 0 2022 2023 2024 2025 2022 2023 2024 2025 1 Proposed dividend 2025. 23 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Attendo as an investment Attendo operates in non-cyclical markets with structurally underlying growth. With a growing elderly population, society's need for care is increasing. Attendo is a long-term, stable provider that grows sustainably, both organically and through acquisitions, with a focus on own operations. In 2025, Attendo reached its financial targets set for 2026 ahead of schedule. New financial targets for 2028 were communicated in the context of the year-end report for 2025. Several factors make Attendo an attractive investment: Financial targets to 2028 Profit target SEK >9 per share Attendo aims to achieve lease-ad-justed earnings (EBITA) of at least SEK 9 per share by 2028. The target is based on a combination of value-creating factors (see below). Dividend target 30% of earnings per share Attendo endeavours to provide a steady and stable dividend to shareholders. The target is 30 percent of adjusted earnings per share and to pursue active capital allocation through, among other things, continuous share buybacks. Net debt target 1.5x-2.5x To ensure financial stability, Attendo strives to maintain a balanced net debt in relation to the lease-adjusted profit (EBITA). A strong market position in attractive Nordic care markets Attendo is the leading provider of care in the Nordics. The focus is on Sweden and Finland, two dynamic markets with strong underlying growth in demand for care. Leader in quality and cost-effectiveness for complex care needs Attendo has both breadth and expertise in several care segments, which makes us uniquely positioned to provide public payors with solutions for complex care needs. The financial targets are expected to be achieved through a combination of factors that drive value creation in the coming years: Increased profitability of existing businesses through improved staffing and geographical presence. Increased occupancy up to historical levels for mature units. Balanced organic growth through the addition of new capacity. Strategic acquisitions of high quality in combination with selected add-on acquisitions. Continued active capital allocation, including share-buyback programs. Developing person-centric ways of working and digitalisation Attendo is conducting industry-leading development work linked to digitisation and efficient working methods where the customer is at the centre. add-on acquisitions. 5 High and stable satisfaction and leading process quality Attendo's satisfaction in the prioritised stakeholder groups care recipients, relatives, employees and clients (local authorities and welfare regions) has been at a stable, high level for several years. In addition, external surveys show that Attendo has leading process quality. Driving growth with a scalable organic model with low capital requirements as well as through acquisitions Attendo is a pure service company with low capital requirements and stable cash flows, which enables expansion both through organic growth and Attendo is entering 2026 with increased confidence and with the ambition to continue to deliver long-term sustainable growth and profitability." - Mikael Malmgren , CFO 24 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other The Attendo share The Attendo share has been listed on Nasdaq Stockholm since November 2015 and is included in the Mid Cap segment in the Healthcare sector. The share is traded under the ticker ATT. At the end of the year, Attendo had about 8,600 shareholders and a market capitalisation of SEK 12 billion. Share capital The total number of shares at year-end was 151,196,126 (160,103,190). The 2025 AGM decided to pull out 8,907,064 shares, which were cancelled in 2025. Attendo's holding of treasury shares at year-end amounted to 5,130,742 shares, which means that the number of shares outstanding at December 31 2025 was 146,065,384. All shares have equal voting rights and carry equal rights to the company's assets. Sales of the share In 2025, Attendo shares were traded on Nasdaq Stockholm at a value of SEK 4.7 billion, which corresponds on Share price performance 2023-2025 SEK 100 80 60 40 20 2025 2024 2023 0 Attendo Index Stockholm (OMX) Share data 31 Dec, 151,196,126 5,130,742 146,065,384 148,412,250 148,766,674 Number of shares at year-end Number of shares held by treasury at year-end Number of shares outstanding at year-end Average number of shares outstanding before dilution Average number of shares outstanding after dilution 160,103,190 7,229,874 152,873,316 157,319,989 157,674,413 2025 31 Dec, 2024 average to about SEK 19 million per day. The number of shares traded in 2025 corresponds to 47 percent of the Shareholders at 31/12/2025 Data per share Shareholders by geographical distribution at 31/12/2025 average number of shares outstanding. The majority of Attendo's shares are traded on Nasdaq Stockholm. The share is also traded on multilateral trading facilities (MTFs) such as Aquis and Cboe. Dividend policy The dividend shall be well balanced taking into account the objectives, scope and risk of the business, including investment opportunities and the company's financial position. For 2025, Attendo's dividend policy is to aim to distribute 30 percent of adjusted earnings per share. Name Registered office % of shares and voting rights SEK Pertti Karjalainen Incentive AS Jofam AB JPMorgan Asset Management Nordstjernan 13,175,834 7,200,642 6,000,000 5,573,813 5,148,930 TIND Asset Management Total, ten largest shareholders Other shareholders Total number of shares outstanding 3,754,695 60,101,583 91,094,543 151,196,126 100.0 39.7 60.3 2.5 8.7 4.8 4.0 3.7 3.4 Own capital per share 1 Earnings per share 1 Adjusted earnings per share 1 Dividend per share 2 Dividend in relation to earnings per share, % Attendo AB (Publ) 5,130,742 3.4 Vanguard 5,075,677 3.4 SEB-Stiftelsen 5,000,000 3.3 Dimensional Fund Advisors 4,041,250 2.7 Dividend in relation to adjusted earnings per share, % Direct return, % 3 31 Dec, 2025 31 Dec, 36.29 5.42 6.03 1.8 33 30 2.2 15.1 13.6 2024 33.83 2.85 4.08 1.20 42 29 2.4 Source: Modular Finance AB. Sweden, 30.5 % USA, 22.6 % Finland, 12.6% Norway, 12.0% Germany, 5.7% United Kingdom, 2.8% France, 2.0% Other, 11.9% P/E-ratio 4 17.9 Analysts following the Attendo share 2025 dividend and proposal 202 The 2025 AGM decided on a dividend of SEK 1.20 per share. For 2026, the AGM is proposed to resolve on a dividend of SEK 1.80 per share, which is in line with the dividend target. Source: Modular Finance AB. Adjusted P/E ratio 5 1 Diluted earnings per share. 2 Proposed dividend 2026. 3 Dividend divided by share price at year-end. 4 Share price at year-end divided by earnings per share. 5 Share price at year-end divided by adjusted earnings per share. 12.5 ABG Sundal Collier : www.abgsc.com DNB Carnegie: www.carnegíe.se Nordea: www.nordea.com Handelsbanken: https://www.handelsbanken.se SEB: https://www.seb.se 25 Governance Corporate governance report CEO and Executive Management 27 30 Internal audit of financial reporting 31 Board of Directors and auditor 32 Executive Management 34 Risks and risk management 36 Auditors report on Corporate governance report 39 26 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Corporate governance report Attendo AB (publ) is a Swedish public limited company (corporate identity number 559026-7885), whose shares are listed on Nasdaq Stockholm. The address of the head office is Vendevägen 85, 182 91, Danderyd, Sweden. Good corporate governance is important for supporting Attendo's vision, achieving Attendos' strategic goals and to strengthen the corporate culture. Nomination committee External auditors General meeting Board of Directors Audit & Risk Committee Compensation Committee Executive Management CEO Corporate governance at Attendo is based on external regulations such as the Companies Act, the Annual Accounts Act, Nasdaq Stockholm's Rulebook for Issuers, and the Swedish Code of Corporate Governance (the Code), as well as other applicable Swedish and foreign laws and regulations. As a complement to the external regulations, Attendo has adopted rules of procedures that govern the work of the Board and its committees, as well as instructions for the CEO and the operations. This Corporate Governance report has been prepared in accordance with the Annual Accounts Act and the Code and aims to describe the corporate governance in Attendo during the year 2025. Attendo has no deviations from the Code, Nasdaq Stockholm's Rule Book for Issuers or from good stock market practice during 2025. Shares and shareholders Attendo had 151,196,126 registered shares as of 31 December 2025 and the shareholders included both institutional shareholders, Attendo's management and a large number of private investors. Each share represents one vote at the Annual General Meeting (AGM) and an equal right to a share in the company's assets and profits. The largest owners as per 31 December 2025 were Pertti Karjalainen (8.7 percent) and Incentive (4.8 percent). At year-end, the 20 largest shareholders held about 55.6 percent of the share capital and votes in the company. The 2025 AGM authorised the Board to issue new shares in Attendo corresponding to a maximum of 10 percent of the total number of shares and to resolve on the repurchase of shares, either to assign to the participants in the company's incentive programs or to adapt the company's capital structure, or to finance company acquisitions. The mandate to issue new shares was not used during the year. The mandate to repurchase shares to adapt the company's capital structure has been used to execute repurchase programs. As of 31 December 2025, Attendo held a total of 5,130,742 own shares. The 2026 AGM is proposed to resolve on the withdrawal of own shares and to renew the authorisation to issue shares and to acquire and transfer own shares. Nomination committee The 2025 AGM adopted instructions for Attendo's Nomination Committee, which describe the composition of the Nomination Committee and how its work must proceed. According to these instructions, the Nomination Committee must consist of at least three and no more than four members who are elected directly by the AGM. At the 2025 AGM the following members were elected (nominating shareholders within brackets): Peter Hofvenstam (Nordstjernan AB), AnssiSoila (Pertti Karjalainen) and Niklas Antman (Incentive). According to the instruction, the chair of the Board shall be a co-opted member of the Nomination Committee. Following the AGM, Pertti Karjalainen replaced Anssi Soila as a member of the Nomination Committee, and the Nomination Committee also decided and announced that Pertti Karjalainen will be the Chairman of the Nomination Committee. 27 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report The Nomination Committee has assessed that there are no conflicts of interest that affect the members' involvement in Attendo's Nomination Committee and that the composition of the committee is consistent with the rules set out in the Code. The duties of the Nomination Committee are to fulfil the tasks set out in the instructions for the Nomination Committee and the Code. The Nomination Committee applies Rule 4.1 of the Code regarding the diversity of the Company's Board of Directors. The Nomination Committee also takes into account the need to ensure that the independence requirements are met. The Nomination Committee's complete proposals to the 2026 AGM are included in the notice of the meeting and are available on Attendo's website, www.attendo. com. General meeting The general meeting, which is the Group's highest decision making body, is the forum in which shareholders exercise their influence. Other segment information All shareholders that are recorded in the share register and that have notified the company, prior to the deadline, of their intention to attend a general meeting are entitled to participate at the meeting and vote for their total holdings of shares. Shareholders who are unable to personally attend are entitled to appoint proxies in accordance with the instructions in the notice to the meeting. Individual shareholders who wish to have a matter considered at a general meeting must, well in advance of the meeting, notify the Board of Directors of Attendo through the address stated on Attendo's website. 2025 AGM The 2025 AGM was held on 7 May 2025. 2026 AGM The 2026 AGM will be held on 6 May 2026. Refer to page 123 for further information. Attendance Board of Directors The Board of Directors, which is the highest governing body after the general meeting, bears ultimate responsibility for Attendo's organisation and management as well as control of the company's financial conditions. The duties of the Board include appointing, evaluating and, if necessary, dismissing the CEO and ensuring that systems exist for monitoring and controlling operations, taking into consideration the risks to which Attendo is exposed. The work of the Board is governed by the Companies Act, the Articles of Association, the Code and the rules of procedures for the Board, among other things. According to Attendo's Articles of Association, the Board must have a minimum of three and a maximum of ten Board members. In addition to Board members elected by general meetings, trade unions may appoint employee representatives to the Board. Since the AGM 2025, the Board has consisted of eight Board members elected by the general meeting. The trade union Kommunal has elected one employee representative and a deputy. At Attendo's Board meetings, the CEO and CFO participate, as well as the General Counsel who is Board secretary. Other member of Group management and other employees are participating if necessary. For a presentation of the members of the Board please refer to pages 32-33. Board procedural rules The Board follows written procedural rules, which are revised annually and adopted at the constituent Board meeting. The procedural rules govern issues including Board practices, functions, and the division of responsibilities between the Board of Directors and the CEO and between the Board and Board committees. Separate instructions have been adopted for Board committees. In connection with the constituent Board meeting, the Board of Directors also adopts instructions for the CEO, which include instructions for financial reporting. The Board meets according to an annual timetable. In addition to regular meetings, additional Board meetings may be convened to address issues that cannot be postponed until the next ordinary meeting. The work of the Board of Directors in 2025 The Board held 13 meetings during 2025, including the constituent meeting. The attendance among Board members is presented in the table on the left. Attendo's General Counsel is Board secretary. Board members obtain the agenda and documentation related to the Independent of Board of Directors Title shareholders/company Board of Directors Audit Committee Compensation Committee items on the agenda in advance of the meeting. The Ulf Mattsson Catarina Fagerholm Board Chair and Committee Member Board Member and Committee Chair Yes/Yes Yes/Yes 13/13 13/13 6/6 4/4 agenda includes a standing item for Board own time without management present. Tobias Lönnevall Board Member and Committee Chair Yes/Yes 13/13 4/4 4/4 The Board deals with matters related to the compa- Suvi-Anne Siimes Board Member Yes/Yes 13/13 ny's financial and strategic results and progress, with a Nora F Larssen Board Member Yes/Yes 13/13 6/6 particular focus on matters that are core for the care Antti Ylikorkala Board Member Yes/Yes 13/13 4/4 operations, such as the work for customers and Per Josefsson Board Member Yes/Yes 13/13 6/6 employees. The Board of Directors considers and Hugo Lewné Board Member Yes/Yes 13/13 decides on financial reports and continuously follows Katarina Nirhammar 1 Employee Representative, Ordinary - 13/13 the financial development and value creation and Aida Ahmetaj Shirazi Employee representative, alternate - 1/13 1 Appointed by the Swedish Municipal Workers' Union. action plans. 28 29 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report In 2025, the Board has focused on updated financial targets and the strategy to achieve them, sustainability work and the adoption of Attendo's new sustainability targets, as well as the development of care operations and new opportunities for investment and technical support within the business. As is customary, the Board has discussed development with the company's auditor with no representatives of management present (in addition to the auditor's regular attendance at meetings of the Audit and Risk Committee). Chair of the board The Chair of the Board is responsible for presiding over Boardmeetings, allocating duties, organising the work of the Board and ensuring that decisions are executed. The Chair continuously monitors operations through regular contact with the CEO and is responsible for ensuring that all Board members receive the information and documentation they require. Board committees The Board had two committees in 2025: the Audit and Risk Committee and the Compensation Committee. After each committee meeting, the Chair of each committee presents a report to the entire Board. The following presentation of committee members refers to composition of the committee after the 2025 AGM. Audit & Risk Committee The Audit and Risk Committee prepares matters related to Attendo's risk management and internal control, as well as accounting, financial and non-financial reporting and auditing. The Committee consists of four members who are independent of the company and its management: Catarina Fagerholm (Chair), Per Josefsson, Nora F. Larssen and Tobias Lönnevall. The CEO, CFO, General Counsel, and the Communications and Sustainability Director attend meetings of the Audit and Risk Committee. The company's auditors regularly attend. The Audit Committee held five meetings in 2025. Compensation Committee The Compensation Committee prepares matters relating to terms of employment and remuneration to Atten-do's Executive Management. The Committee consists of three members who are independent of the company and its management: Tobias Lönnevall (Chair), Ulf Mattsson and Antti Ylikorkala. The CEO, CFO and General Counsel also attends meetings of the Compensation Committee, apart from when decisions are taken that directly affect own remuneration. The Compensation Committee held four meetings in 2025. Evaluation of Board and CEO The Board of Directors conducts an annual Board evaluation in which all Board members evaluate the work of the Board during the year. The Board evaluation includes areas such as Board composition, reporting, governance, and working methods as well as what items should be focused on. The Board evaluates the CEO's work continuously by following the businesses development. A formal evaluation is performed annually. Auditor At the 2025 AGM, Öhrlings PricewaterhouseCoopers AB (PwC) was re-elected as Attendo's auditor for one year. Erik Bergh is the auditor in charge. "In 2025, the Board focused primarily on updated financial targets, new sustainability targets and the development of care activities and sustainable growth." Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report CEO and Executive Management Attendo's organisation is founded on an overall vision and strong values, but with a large degree of decentralised responsibility for retaining an entrepreneurial spirit and local anchoring. The CEO has general responsibility for day-to-day management of the company's affairs in accordance with Board directives. Operations are divided into two Business Areas, managed by a Business Area Director. The division of responsibility into business areas is based on geographical regions. Both Business Area Directors report to the CEO. In addition, there are four Group functions: Finance, Business Development and M&A, Communications, and Sustainability, and Legal Affairs, which all report directly to the CEO. Executive management meets regularly and addresses the company's financial and non-financial performance, position and development, strategy and business plans as well as the Group's organisationalissues. Business areas The Business Area Directors are responsible for monitoring operations and the financial and non-financial performance in their Business Area. Reporting is made monthly to the CEO and the Group functions (see also "Internal control over financial Reporting" on page 31). The nature of care services and customers is similar across the Group. Operations are divided into Business area primarily to create local ownership and to address and meet local conditions and requirements regarding the delivery of the services. Local units are supported by a number of service functions at business area level, such as Sales and Marketing, Operational Development, Establishment and Property Development, Quality and HR. CEO and President Business area Attendo Scandinavia Group functions Business area Attendo Finland Finance Business development Communications and sustainability Legal affairs Segment and regional managers Functional managers Functional managers Segment and regional managers Heads of operations Heads of operations Attendo's Group functions The Group functions are responsible for all Group-wide matters within Attendo, such as issuing policies, procedures, and processes. The Group functions are also responsible for supporting the CEO and Executive Management with expertise in their respective fields. These include business development, financing and insurance, accounting, reporting and internal control, legal matters, sustainability and risk management as well as communications. 30 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Internal audit of financial reporting Internal control over financial reporting is intended to provide reasonable assurance of the accuracy of financial reporting, and to ensure that external financial reporting complies with applicable laws and accounting standards. The Board of Directors is ultimately responsible for internal control and continuously evaluates risk management and internal control at Attendo via the Audit and Risk Committee. Please refer to pages 36-38 for further information about risks and risk management. Internal control at Attendo is based on principles drafted by the Committee of Sponsoring Organisations of the Treadway Commission (COSO). Areas of responsibility Attendo has a Group function responsible for internal control, which sets requirements and supports the Business Areas in their internal control work. The function works continuously to develop and improve internal control over financial reporting by means of preventative measures and annual reviews. The function works according to an annual plan and reports to the Audit and Risk Committee. Based on the work of the internal control function together with the external audit, Attendo has assessed that its financial reporting achieves sufficient accuracy without the need for an independent internal audit function. The Board of Directors regularly evaluates the need for an internal audit function. Control environment Attendo's control environment is based on its strategy, goals and associated risks, as well as the company's organisational and technical circumstances. The Board of Directors has overall responsibility for the internal control throughout the Group. This is executed through written instructions and working plans, which define the Board's responsibilities and the allocation of duties among Board members, Board committees and the CEO. Internal control is further supported by Group policies as well as guidelines and instructions in each business area, along with the implemented responsibility and authority structure. The Audit and Risk Committee has a particular duty to represent the Board of Directors in matters concerning the consolidated accounts, taxation, risk management, internal control, external reporting, and auditing. The Audit and Risk Committee is also to regularly review and monitor the independence and impartiality of the auditor and support the AGM in connection with appointment of auditor. Responsibility for maintaining good internal control has been operationally delegated to the CEO. Risk assessment Attendo's overall risk process is monitored by the Board and carried out by the legal function with support from the internal control function. Risk assessment regarding financial reporting proceeds from the degree of risk, that is, the impact on financial reporting and the likelihood that misstatements will occur. The control measures Attendo has implemented to manage the risk are also considered. The risk assessment is updated annually, and the results are reported to the Board of Directors. Control activities and follow-up The internal control function has devised a number of Group-wide controls for critical processes to ensure a consistent control environment. The business areas are responsible for ensuring that these controls are carried out. This is accomplished through self-assessments and internal audits, alongside assistance by the compa-ny's external auditors. The Group internal control function audits compliance with established control activities. The outcome of the self-assessments are reported to the Audit and Risk Committee. Information and communication Attendo's framework and policies are made available via the intranet and other appropriate communication channels. Guidelines and instructions concerning financial reporting are included in Attendo's Finance Manual and Accounting Manual, which are communicated to the employees concerned. Attendo's Group Accounting Department is responsible for legal accounting and for implementing and communicating Group-wide accounting policies. Internal control in 2025 During 2025, the work around risk assessment and risk monitoring, including internal control, has continued to be highly prioritised. The focus has been on information security and data protection, in line with NIS2, and on strengthening the internal control framework by developing existing processes and implementing processes linked to the CSRD. Danderyd, 12 March 2026 Attendo AB (publ) 31 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Board of Directors and auditor From the left Ulf Mattsson Suvi-Anne Siimes Antti Ylikorkala Catarina Fagerholm Tobias Lönnevall Nora F. Larssen Hugo Lewné Katarina Nirhammar Per Josefsson 32 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Ulf Mattsson Chairman of the Board, Member of the Compensation Committee Born in 1964. BSc, Stockholm University. Elected to the Board: 2022. Current positions: Board Chair of VaccinDirekt Sverige AB, Swemac Innnovation AB, Prima Vård AB, Nordic Tyre Group AB and SLEIP AI AB. Board Member of Addtech, Priveq Fund V, VI and VII and Oras Invest Oy. Senior Advisor for PJT Partners Inc. Previous positions: Board Chair of Securitas Direct and AcadeMedia and CEO of Capio, Gambro and Mölnlycke Health Care. Independent: Independent of major shareholders and the company. Attendo holdings: 102,150 shares (of which 77,760 indirectly) and 149,252 call options. Catarina Fagerholm Board Member, Chair of the Audit & Risk Committee Born 1963. MSc Business and Economics, Helsinki School of Economics. Elected to the Board: 2016. Current positions: Chairman of the Board of Eduviva Group AB, Board member of Nobia Group AB, CapMan Oyj and Byggmax Group AB. Previous positions: CEO of Instru Optiikka Oy, CEO of Finland and member of the management team of Bosch and Siemens Household Appliances Northern Europe, Country Manager of AEG in Finland and Brand Director of AEG in Russia at Electrolux Group and several senior positions within Amer Group. Independent: Independent of major shareholders and the company. Attendo holdings: 10,000 shares. Per Josefsson Board Member, Member of the Audit & Risk Committee Born 1959. MSc Business and Economics, Stockholm School of Economics. Elected to the Board: 2023. Current positions: Chairman of the Board of Jofam and Board Member at Vesper Group, Neudi and IVA. Previous positions: Co-founder and partner at Brummer & Partners 1995-2021. Independent: Independent of major shareholders and the company. Attendo holdings: Control of Jofam, which owns 5,700,000 shares, and of Jofam 2, which owns 300,000 shares. Nora F. Larssen Board Member, Member of the Audit & Risk Committee Born 1965. MSc Business and Economics, MBA from Duke University. Elected to the Board: 2023. Current positions: Chairman of the Board of Etac AB and Emma S. AB, Board member of MW Group. Previous positions: Senior Advisor and Investment Director at Nordstjernan as well as Head of the Health sector, McKinsey & Co for twelve years of which six years as partner. Independent: Independent of major shareholders and the company. Attendo holdings: 0 shares. Hugo Lewné Board Member Born in 1978. LL.M Uppsala University. Elected to the Board: 2025. Current position: Founder and CEO, Prima Care Group since 2009. Previous positions: Fund Manager, Swedbank Robur, Fund Manager, SEB Investment Management and Fund Manager, Alfred Berg Kapitalförvaltning. Independent: Independent of major shareholders and the company. Attendo holdings: 90,000 shares. Tobias Lönnevall Board Member, Chair of the Compensation Committee Born: 1980. MSc Business and Economics, School of Economics Stockholm. Elected to the Board: 2016. Current positions: Vd, AB Gullringsbo egendomar. Board Member of Bonava AB, Svenska Hus AB, MVB Holding AB, Wangeskog Hyrcenter AB and Anläggningsbolaget i Sverige AB. Previous positions: Investment Director at Nordstjernan AB, Board Member of Diös AB, Board Member of Ramirent Oyj, Chairman of the Board of KMT Precision Grinding AB. Independent: Independent of major shareholders and the company. Holdings in Attendo: 20,000 shares. Suvi-Anne Siimes Board Member Born in 1963. Licentiate of Political Science (Economics) and Master of Political Science (Economics) from Helsingfors Universitet. Elected to the Board: 2020. Current position: Vd, Finnish Pension Alliance TELA. Previous positions: CEO, Pharma Industry Finland, Chairman of the Board of Veikkaus Oy, Member of the Board of Yrjö Jahnsson Foundation and Member of the Board and Vice Chairman of Posti Group Oyj. Several ministerial posts in the Finnish government. Independent: Independent of major shareholders and the company. Holdings in Attendo: 0 shares. Antti Ylikorkala Board Member, Member of the Compensation Committee Born 1974. Doctor of Medicine, University of Helsinki. Elected to the Board: 2023. Current positions: Chairman of the Board of Foxanox AG, Board Member at Doctari Group GmbH, Solo Health Group Oy, 9-Lives Group Oy and Diktamen Oy. Advisor to Nordic Capital. Previous positions: Vice President of Attendo Finland Oy and member of the Executive Board of Attendo AB (2007-2016), Board Member of Art Clinic AB (2018-2022) and HALI (2011-2016). Independent: Independent of major shareholders and the company. Holdings in Attendo: 3,650,569 shares. Katarina Nirhammar Employee Representative, Swedish Municipal Workers' Union Born 1963. Appointed to the Board: 2020. Holdings in Attendo: 22 shares. Aida Ahmetaj Shirazi Employee Representative, Swedish Municipal Workers' Union (alternate) Born in 1983. Appointed to the Board: 2025. Holdings in Attendo: 0 shares. Auditors Öhrlinofts PricewaterhouseCoopers AB Erik Bergh Auditor in charofte Born 1979. Certified accountant and member of FAR. Principal auditor for Attendo AB since the Annual General Meeting 2022. Other audit engagements: Formpipe Software AB. 33 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Executive Management From the left Mikael Malmgren Josefine Uppling Tommy Falck Virpi Holmqvist Martin Tivéus Malin Fredgardh Huber Carl Granström 34 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Martin Tivéus CEO and President Born 1970. Bachelor of Arts Stockholm University. Employee: 2018. Member of the Executive Team: 2018. Current position : Board member of Sats ASA and NOBA Bank Group. Previous positions: President and CEO of Avanza bank, Head of the Nordic region at Klarna, CEO of Evidensia and CEO of Glocalnet. Attendo holdings: 220,000 shares and 555,000 warrants. Mikael Malmgren CFO Born 1978. MBA, Lund University and Bond University. Employed: 2023. Member of the Executive Team: 2023. Current positions: Board Member of Ejendals Group AB. Previous positions : Senior Vice President McKinsey & Co, CFO at Eltel, CEO of Workplace Safety division BB Tools, Group Director Business Development at BB Tools, management consultant McKinsey & Co. Holdings in Attendo: 7,000 shares and 93,500 warrants. Virpi Holmqvist Manaoftinoft Director, Attendo Finland Born in 1970. Master of Science in Economics, Swedish School of Economics in Helsinki. Employee: 2019. Member of the Executive Team: 2019. Current positions: Member of the Board of Puolustuskiinteistöt Oy. Previous positions: CEO Touhola Group, SVP Primary and Social Care and CFO at Pihlajalinna. Senior positions in Attendo between 2008-2015. Holdings in Attendo: 21,695 shares and 20,607 warrants . Malin Fredgardh Huber Manaoftinoft Director, Attendo Scandinavia Born in 1975. B.A. in Human Resource Management, Lund University, B.A. Nursing, (Reg. Nurse), Malmö University. Employee: 2003. Member of the Executive Team: 2025. Previous positions: Deputy Head of Business Area Attendo Scandinavia, Head of Segment SÄBO Attendo Scandinavia, Regional Director Attendo Scandinavia, Deputy Regional Director Attendo Scandinavia, Head of Operations Attendo Scandinavia. Holdings in Attendo: 1,907 shares. Tommy Falck Business Development Director Born in 1981. Master's degree in Business Management and Strategy, Helsinki University of Technology. Employed: 2025. Member of the Executive Team: 2025. Previous positions: Business Development Director, Sokotel Oyj in Helsinki, several leading positions in strategy and business development at HKScan and Fazer, consulting roles at Deloitte and Efficio in London, and roles in business development and finance at Wärtsilä and Kone Elevators. Holdings in Attendo : 0 shares. Carl Granström General Counsel Born 1977. Bachelor of Laws. Stockholm University. Employed: 2025. Member of the Executive Team: 2025. Previous positions: Vice President Legal Telia Company, lawyer/Senior Associate Advokatfirman Cederquist, associate Advokatfirman Fylgia. Attendo holdings: 4,000 shares. Josefine Uppling Director of Communications and Sustainability Born in 1982. Political science, Uppsala University. Employee: 2025. Member of the Executive Team: 2025. Previous positions: Director of Communications and Sustainability and member of Group Management Ratos AB, Head of Group Public Affairs Swedbank AB, Head of Group Press Office Swedbank AB, Head of Analysis and Communications Mäklarsamfundet, Public Affairs and Communications Consultant in own business. Attendo holdings: 2,050 shares. 35 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Risks and risk management As a large company with operations that are essential to society and many stakeholders, Attendo is exposed to various types of risks and uncertainties. The work to identify, analyse, assess and manage these risks and uncertainties is a key component of Attendo's strategy and operations. Attendo takes a systematic approach to risk assessment and management as a central component of its strategic process, where risks in relation to the compa-ny's capacity to meet its strategic as well as financial and non-financial targets are assessed in a regular and structured manner. Identified risks are coupled with a materiality analysis of the effect that a risk event would have if it occurred and the likelihood that the event will occur. Risks are identified starting with each Attendo business area and are co-weighted to prepare a Group-wide report over the risks to which the Group is exposed. This broad and structured approach to working with risks ensures that risk awareness and management are well-integrated into decisions by the Board of Directors and Executive Management concerning Attendo's strategy and with management's work to execute the strategy. In addition to the systematic work, Attendo's support functions work with specific risk assessments, legal and compliance issues and internal control. They also support the Board of Directors, the Executive Board and operational managers in managing different types of risks. The Business Area Directors are responsible for risk management within their business areas, in accordance with centrally determined methods. Based on the Group-wide risk assessment, relevant mitigating tools are implemented to manage the identified risks. This may be accomplished, for example, through increased/modified governance and control (policies, guidelines, instructions and follow-up), through targeted projects and initiatives or through developing operational inputs and processes. The ongoing risk management includes an annual self-assessment process aimed at ensuring that the business annually tests implemented internal controls and assesses whether the controls are effective or whether they should be modified or improved. Current risks The main risks that could affect the company's ability to achieve its financial and strategic objectives in the short to medium term are that strained public finances negatively affect local decisions about care and that price adjustments do not fully compensate for increased costs or that compensation is received with delay. Risk areas and risk management The risks to which Attendo is exposed can be categorised as follows: External risks - risks and uncertainties related to the conditions for private companies to provide care services that Attendo can only partially influence, such as political decisions, regulation and access to public funds. Operational risks - factors and events directly related to Attendo's operational activities, such as capacity utilisation, pricing and availability of skilled employees. Financial risks - risks relating to access to capital, currency, interest rates and liquidity. The next page summarises a list of identified risks in each of these general risk areas and how we are working to manage them follows. Sustainability risks are reported separately in the sustainability statement, see page 47-80. 36 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Risk Description of risk Risk management External risks Market risk and political risk The care market is characterised by competition between public and private providers of varying size, on a market affected by demographic development and access to public funds. Private providers' ability to conduct care operations is dependent on political decisions on both national and regional/municipal level. Political decisions that leads to regulatory changes for social care or changes in the political willingness to engage private providers may also have a significant impact on Attendo's operations and financials. Strained public finances and changes in requirements or conditions can lead to price pressure on care services, which poses a risk of margin deterioration for Attendo's services. Attendo has many years of experience of conducting care services in the Nordic markets. Our history and competence make it possible to maintain and develop high-quality care for the customers, while our efficient ways of working make it possible to deliver more care for tax money spent. An important part of this is Attendo's continuous efforts to create a service offering based on the individual's needs and innovative solutions improving both the customer experience and employee working conditions. Attendo carefully follows the political development in order to manage and prepare the operations for changed regulations or conditions. Reputational risk Reputational risk is the risk that Attendo's reputation among customers and their relatives, employees or the general public is damaged due to negative media attention. Operations conducted by private care and health care providers are often heavily monitored by the media. Negative publicity concerning Attendo, one of our competitors, or the industry as a whole may have negative impact on Attendo's reputation and thus reduce the ability to receive or renew client contracts, attract employees or lead to increased surveillance costs. Attendo takes a structured approach to offer superior care with high quality and in a manner characterised by transparency, both internally and towards the media. We also strive to offer employees an attractive and stimulating workplace. Attendo's efforts to spread and anchor the vision and values throughout the organisation are important to create a positive culture and a good reputation. Regulatory risk The base for Attendo's operations is applicable external and internal regulations. If Attendo does not comply with applicable rules or if new rules or requirements are introduced or if the application/interpretation of these are changed, this could lead to changes in the conditions for the operations, e.g. in the form of increased costs or loss of agreements/revenue. The legislative process in the countries where Attendo operates is transparent, meaning that regulatory changes are normally announced well in advance of implementation and that Attendo can adapt its operations thereafter. Attendo also participates in various discussion forums relevant for the regulations that apply to Attendo's business, including that Attendo participates as a consultation body or with its expertise to support the regulatory development within the area. Ensuring regulatory compliance is an area of high importance in which Attendo spends substantial effort and resources. Attendo has a well-defined system of policies, procedures, guidelines, and documentation implemented in the day-to-day operations. Risk of disaster Although Attendo's operations are mainly localised, major adverse events in the external environment can have a potentially significant impact on Attendo's operations. Risks that could have such an impact include pandemics, war or hybrid warfare, natural disasters or other similar events with a major impact on society. Attendo closely monitors events in the outside world and, where possible, makes plans for how operations can be conducted even in the event of disruptions to basic societal functions. Attendo has also learnt lessons and gained experience from previous pandemics, which has increased Attendo's preparedness for action in the event of a similar situation in the future. 37 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Risk Description of risk Risk management Operational risks Occupancy and lease risk Attendo is exposed to financial risks associated with the occupancy levels in the units. This is primarily due to the fact that Attendo's operations under own management are conducted in facilities that Attendo leases and that lease agreements normally have a longer term than the company's agreements with clients. The lease agreements also regularly include restrictions on the right to terminate the agreement early or to renegotiate the terms. Financial impact can also occur through lease cost increases. Conducting care in own units is part of Attendo's core business. Managing these risks is hence a highly prioritised area and managed throughout the whole process for new units. Attendo also collaborates with real estate owners to develop balanced and suitable lease models for care operations. Staffing and employee risk Attendo's operations are highly labour intensive and the company has employees in several occupational categories, including nurses, assistant nurses, and social workers. High demand for these professional groups can lead to difficulties in recruiting, maintaining continuity of operations and an increasing level of costs. It may also affect Attendo's ability to accept customers. Attendo continually develops and strengthens its models for attracting, developing, engaging and retaining skilled and dedicated employees. This includes for instance to have well balanced HR functions to support the operations, to continuously evaluate the regional and local organisation and to work actively with Attendo's vision and values. The company is highly experienced in recruiting employees in areas where there currently is a shortage. Examples of this are projects aimed at recruiting nurses in both Finland and Sweden. Attendo is also taking various actions to retain key employees through incentive programmes and offer many opportunities for competence development and job rotation. Price risk There is a risk that price adjustments and index calculations in payor contracts do not fully compensate for increased costs or that compensation is received with a delay. The largest cost item in the organisation is wages. Significant wage increases or costs related to, e.g. changed staffing requirements that are not covered in compensation may imply a financial risk for the company. Attendo works proactively to follow and renegotiate prices, e.g. as a result of increased staffing requirements. The risk of loss in profitability due to increased wages is limited as price levels in most client contracts are connected to a labour cost index. Permit risk A significant proportion of Attendo's operations requires permits. Conditions and processes relating to obtaining permits are subject to change and vary, which may have an effect on Attendo's operations. By example, long permit processing times may lead to delayed start of new operations, changes in the direction of operations or change of local manager. If operations cannot be conducted or changed without a new permit, such lead times may result in loss in revenues. Further, certain circumstances may lead to revocation of permits. When a new unit is planned, the risk that a permit cannot be obtained within a reasonable time frame is taken into account and included in the estimated start-up costs. Attendo has long experience running care operations and is well-equipped to meet requirements from authorities. Ensuring regulatory compliance is an area of high importance in which Attendo spends substantial effort and resources. Attendo has a well-defined system of policies, procedures, guidelines, and documentation implemented in the day-to-day operations. Acquisition risk Attendo's strategy includes strengthening and developing operations both through acquisitions and organic growth. Acquisition risk entails that Attendo does not identify suitable acquisition targets or does not successfully negotiate acceptable terms or financing of acquisitions. Acquisitions also entails the risk that Attendo becomes exposed to unknown obligations in the acquired company or that the costs of acquisition and/or integration become higher than expected. In addition, acquisitions of less profitable businesses may have negative impact on Attendo's margins. If acquisitions are not developing according to plan, write-downs may be necessary. The growth strategy is supported by internal and external expertise. Over the years, Attendo has established and implemented a structured and systematic process for implementing acquisitions and integration. Financial risks Liquidity and financing risk and risks related to interest rates, foreign exchange rates, etc. Through its business, Attendo is exposed to several financial risks, such as currency risk, interest rate risk, liquidity and financing risk and credit/counterparty risk. These risks and how Attendo mitigates each of them is described in detail in note C26. At the end of 2025, Attendo has two binding loan covenants linked to the Group's loan facilities. These are lease-adjusted net debt/lease-adjusted EBITDA and interest coverage ratio. The central treasury department analyses compliance with the financial covenants on an ongoing basis and ensures that Attendo has adequate liquidity for its operations. 38 Attendo Annual and Sustainability report 2025 This is Attendo Strategy Governance Directors' report Sustainability statement Financial reports Other Corporate governance report Auditor's report on the Corporate governance report To the general meeting of the shareholders in Attendo AB, corporate identity number 559026-7885 Engagement and responsibility It is the Board of Directors who is responsible for the corporate governance statement for the year 2025 on pages 27-38 and for ensuring that it has been prepared in accordance with the Annual Accounts Act. The scope of the audit Our examination has been conducted in accordance with FAR's standard Rev 16 The auditor's examination of the corporate governance statement. This means that our examination of the corporate governance statement is different and substantially less in scope than an audit conducted in accordance with International Standards on Auditing and generally accepted auditing standards in Sweden. We believe that the examination has provided us with sufficient basis for our opinions. Opinions A corporate governance statement has been prepared. Information in accordance with Chapter 6. Section 6, second paragraph, points 2-6 of the Annual Accounts Act and Chapter 7, Section 31, second paragraph of the same Act are consistent with the annual accounts and consolidated accounts and are in accordance with the Annual Accounts Act. Stockholm 24 March 2026 Öhrlings PricewaterhouseCoopers AB Erik Bergh Authorised Public Accountant 39 Directors' report 40

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