Financial Results (JENSEN GROUP AR2025 ENG FINAL)

ANNUAL REPORT 2025

The Dutch-language Annual Report is the official report. The English-language version is provided as a courtesy to the shareholders. The JENSEN-GROUP has verified, and assumes full responsibility for, the matching of both language versions.

In this report, the terms 'JENSEN-GROUP' and 'Group' refer to the JENSEN-GROUP NV and its consolidated companies in general, whereas the terms 'JENSEN-GROUP NV' and 'the Company' refer to the holding company, registered in Belgium. Business activities are conducted by operating, subsidiaries throughout the world. The terms 'we', 'our', and 'us' are used to describe the Group.

STRATEGIC REPORT 2.

Message to our Shareholders 3

Consolidated key figures C

Strategy of the JENSEN-GROUP S

SUSTAINABILITY REPORT 1. 4

Sustainable business framework 15

Sustainability statement 1C

1. Double materiality outcome 18

2. Climate change - ESRS E1 21

3. Pollution - ESRS E2 37

4. Water - ESRS E3 4C

5. Resource use and circular economy - ESRS E5 4S

C. Own workforce - ESRS S1 54

1. Consumers and end-users - ESRS S4 CC

2. Business conduct - ESRS G1 71

REPORT OF THE BOARD OF DIRECTORS 124

State of the business in 2025 125

Outlook 2026 12C

Appropriation of the result 127

Corporate Governance Statement 128

Risk management 158

Other information 1C5

INFORMATION FOR SHAREHOLDERS AND INVESTORS 171

Information for shareholders and investors 172

FINANCIAL STATEMENTS 176

Consolidated statement of profit and loss 177

Consolidated statement of comprehensive income 178

Consolidated statement of financial position - assets 17S

Consolidated statement of financial position - liabilities 180

Consolidated statement of changes in equity 181

Consolidated cash flow statement 182

Notes to the consolidated financial statements 183

SUMMARY STATUTORY FINANCIAL STATEMENTS JENSEN-GROUP NV 25C

‌STRATEGIC REPORT

Creating the future in laundry automation

MISSION STATEMENT

The mission of the JENSEN-GROUP is to provide its customers worldwide with the best solutions in the heavy-duty laundry industry.

The JENSEN-GROUP works for and with its customers to supply innovative and sustainable products and services, ranging from single machines, systems, turnkey solutions and laundry process automation.

Laundries supplied by the JENSEN-GROUP aim to achieve the highest level of labor and energy efficiency in the industry.

The JENSEN-GROUP continuously develops its people and invests in new talents.

By combining its global capabilities and local presence for its customers, the JENSEN-GROUP is able to create profitable growth and responsible industry leadership.

‌Message to our Shareholders

The past two years mark a pivotal chapter in the history of JENSEN-GROUP. We have achieved record levels of revenue and profitability, confirming that our business model is not only robust, but scalable. A series of strategic initiatives are now converging, clearly demonstrating our ability to transform vision into sustainable value creation.

Our journey began more than a decade ago with a fundamental conviction: that the laundry industry was

ready for a structural shift in automation and digitalization. That belief led to our early and decisive investments in robotics and artificial intelligence, most notably through the acquisition of INWATEC. What began as a bold strategic move has since helped redefine industry standards and accelerate innovation across the entire value chain.

The COVID-19 pandemic in 2020 became a defining inflection point. While it tested our resilience, it also acted as a powerful catalyst for profound transformation. In response, we accelerated investments that fundamentally reshaped the Group and underpinned our strategy.

Alongside the rapid expansion of automation and digital solutions, we launched comprehensive core product renewal programs, strengthening the quality, reliability and efficiency of our equipment. That clear focus on operational excellence and sustainable performance is deeply embedded across the entire product development process.

Over the past three years, we more than doubled our global production capacity and expanded our manufacturing footprint across Denmark, Sweden, China, the USA, and Japan. This has created a global industrial platform designed not only to meet today's demand, but to support long-term growth.

Furthermore, we strengthened one of our most critical strategic assets: our service organization.

By expanding our teams with more than 140 additional service engineers, and by digitalizing and standardizing service processes, we significantly increased recurring revenue and further leveraged our extensive installed base. Service is no longer a support function-it is a core growth engine and a cornerstone of long-term customer value creation.

To unlock even more value from aftermarket services and consumables, we reinforced our position through the acquisition of Maxi-Press. Supported by continued organic growth and targeted bolt-on acquisitions, Maxi-Press has since expanded its global presence and operational capabilities. This strengthens our overall service ecosystem and reinforces our ability to support customers with speed, reliability, and consistency across the full lifecycle. This evolution represents a decisive step in our transformation from a project-focused supplier to a truly service-driven solutions partner, further cementing our business model and customer partnerships.

At the heart of our strategy lies an unwavering commitment to our customers, guided by the conviction that proximity is essential to understanding real needs and delivering solutions that create lasting value.

From a geographical perspective, Europe remains a central pillar of our success. Demand across the continent has been driven by sustained growth across all markets and sectors, supported by strong customer investments in modern, automated laundry solutions. As the region where our company was founded more than 65 years ago, Europe remains our core technology and development hub and a key driver of innovation for the Group.

Our 'Go East' strategy has gained strong momentum through Inax, the joint venture with Miura in Japan, and through the systematic expansion of our sales and service organizations across Asia and the Middle East.

By strengthening our proximity to customers-both geographically and culturally-we enhance our ability to respond to local needs with global expertise and build long-term strategic partnerships.

In parallel, our 'Go West' strategy has proven to be very effective. Revenues in the Americas have reached unprecedented levels, confirming the strategic importance and long-term potential of this region. This momentum has been further reinforced by the recent acquisition of GA Braun, a highly respected supplier with a strong brand and long-standing reputation in the North American market. The combination of our technological leadership with GA Braun's market presence creates a powerful platform for continued growth.

What truly differentiates JENSEN-GROUP is its deeply rooted and shared culture. The 'JENSEN Spirit' defines how we think, act, and lead. The motivation and dedication of our people are visible every day-through intense customer engagement, unwavering commitment, strong collaboration and broad-based leadership development. In our pursuit of excellence, we continuously improve, learn, and move forward together.

Sustainability is increasingly embedded in our strategic agenda and daily operations. Through automation, intelligent energy management, and data-driven solutions, our technologies enable customers to reduce water, energy, and chemical consumption while improving productivity and safety. In parallel, we continue to reduce our own environmental footprint through investments in modern, energy-efficient production facilities and responsible supply chains.

Our ESG commitment also extends to people and governance. We invest in safe and inclusive workplaces, continuous skills development, and strong ethical standards across the Group.

In addition, transparent governance, robust risk management, and close alignment between the Board and Management provide a solid foundation for sustainable, long-term value creation.

Looking ahead, JENSEN-GROUP enters the coming years from a position of strength.

Our strategic priorities are clear: to lead the industry in automation, digital solutions, and intelligent systems; to expand our global service capabilities; and to further strengthen our market position in all regions.

We see significant long-term potential in robotics, AI-driven solutions, and data-enabled services that enhance productivity and sustainability at our customers, while our global manufacturing footprint provides a flexible and resilient platform to adequately respond to local customer requirements in an increasingly complex world.

While remaining mindful of macroeconomic and geopolitical uncertainties, our diversified business model, strong balance sheet, and committed workforce give us confidence. We will continue to invest with discipline, innovate with purpose, and grow responsibly-always with a long-term perspective.

With a clear strategy, a strong culture and agile organization, and the trust of our customers and shareholders, we are well positioned to shape the future of the laundry industry and to create sustainable value for years to come.

Rudy Provoost Jesper Munch Jensen

Chairman of the Board of Directors Chief Executive Officer

‌Consolidated key figures

(*) Dividend distribution within the fiscal year, based on the result allocation of the previous year.

Definitions

• EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization) = operating profit (EBIT) + depreciation and amortization expenses + impairment, write-downs and provisions

• Net interest charges = interest charges - interest income

• Net financial debt (+)/net cash (-) = borrowings (non-current and current) + government grant -financial assets at amortized cost - financial assets at fair value through OCI - cash and cash equivalents

• Working capital = inventory + advance payments + current trade receivables + contract assets - trade payables - contract liabilities

• Non-current assets = intangible assets + goodwill + property, plant and equipment

• Capital employed = working capital + non-current assets (see definitions above)

• Market capitalization = share price x number of shares outstanding

• Enterprise value = market capitalization (December 31) + net financial debt (+)/net cash (-) (see definitions above)

• EBITDA interest coverage = EBITDA/net interest charges (see definitions above)

  For ratios comparing figures from the consolidated statement of comprehensive income with figures from the consolidated statement of financial position, the average figure from the consolidated statement of financial position is used. The average is the opening balance + closing balance divided by two.

• ROCE (return on capital employed) = EBIT/average capital employed

• ROE (return on equity) = consolidated result attributable to equity holders / average equity

• Average net financial debt (+) or net cash (-)/EBITDA.

It's a close-knit team, the culture is very good and we are part of an

international organization. That's one of the best things working for JENSEN.

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‌Strategy of the JENSEN-GROUP

From its beginnings in 1960, the structure and strategy of JENSEN-GROUP was built around the premise of listening to our customers because we recognize that they know their businesses best. Providing our customers with tailor-made solutions that are technically excellent and at the forefront of industry standards, while also providing superior service throughout the customer life cycle are the cornerstones of our company. All JENSEN-GROUP employees and staff throughout our world-wide organization are united around the principle of prioritizing customers and ensuring customer satisfaction. It is our company culture - we call it the

JENSEN SPIRIT - and it is our biggest strength and what truly sets us apart.

As a result of its specialized industry knowledge, technical excellence and significant investments in product development, the JENSEN-GROUP can develop, plan, manufacture, install and service anything from single machines and processing lines to complete turnkey solutions. Partners include textile rental suppliers, industrial laundries, and central laundries as well as on-premises laundries in hospitals, hotels, and on cruise ships. The Group believes that its customers know their laundry business better than anyone and that with the help of the JENSEN-GROUP's comprehensive laundry competence and experience, the right solution for their specific requirements can be found.

JENSEN-GROUP develops, plans, manufactures, installs, and services the heavy-duty laundry machine industry with single machines and processing lines, turn-key solutions, and process automation. JENSEN -GROUP solutions cover all stages of sorting, washing, drying, and finishing of linen, garments, and mats.

Our customer base includes textile rental suppliers, industrial laundries, central laundries, and on-premise laundries in hospitals, hotels, and on cruise ships.

We serve a diverse set of professional laundry environments:

• Healthcare laundries: a typical healthcare institution delivers a range of items to its laundry, including surgical gowns and textiles, patient drapes, patient clothing, gowns for doctors and nurses, bed linen, towels, and more. Healthcare linen demands exceptionally high standards and flexibility in the choice of washing programs to ensure that textiles are clean and uncontaminated.
• Hospitality laundries: clean and perfectly folded linen is part of the overall experience of any visit to a restaurant or a hotel. Hospitality laundries process a wide variety of textiles including bedsheets, fitted sheets, duvet and pillow covers, mattress covers, tablecloths, napkins, placemats, aprons, and fluffy items such as bathrobes and towels.
• Industrial laundries: both large corporations and small enterprises rely on textile care services for their workwear. Professional workwear includes shirts, uniform jackets and trousers of every kind, overalls, military uniforms, jackets and trousers with reflective stripes, safety vests, police and firefighters' uniforms, as well as flame-resistant jackets or trousers. Professional garments ensure that their wearers are recognized, respected and protected.
• Mat laundries: dirt control mats are a calling card for every business and guarantee an excellent first impression. Shop owners and managers rely on them in all weather conditions, without which buildings would require constant cleaning.

crew members live in a limited space for days or weeks. Sustainability and the health and well-being of everyone aboard the ship are major concerns for cruise companies. As such, the standards with regard to hygiene, energy efficiency, reliability and emissions in the cruise ship industry are unique.

JENSEN-GROUP's manufacturing platform is composed of ten manufacturing and engineering factories in five countries on three continents. The distribution network spans five continents, consisting of 22 JENSEN-GROUP Sales and Service Companies and a wider authorized local distributor network in more than 50 countries.

The Group's local presence is a key competitive advantage and a critical success factor. "Think globally, act locally" is a JENSEN-GROUP company motto that aptly describes one of the cornerstones of our business model. Local sales and service teams who know their territory are better listeners and therefore better providers of optimal solutions for keeping our customers a step ahead of their competition. Partnering with our customers locally enable long-term customer relationships that are characterized by a high level of commitment and responsibility.

Maintaining a physical presence worldwide keeps communication lines with our end-customers short and actionable and guarantees high-quality customer service while reducing the company's carbon footprint. This aspect of the business model is highly scalable and provides a platform for continued geographical expansion.

Continuing input from all corners of the world keeps JENSEN-GROUP nimble and informed about our customers' changing needs and the demands of our competitive environment. Pioneering product developments that are not just responsive to changing market needs, but industry innovative is another added value upon which our customers have come to rely.

Product development and automation lie at the heart of sustainable laundry solutions, as they help mitigate the scarcity of natural and human resources by placing a greater focus on ecology and adequate working conditions. Many JENSEN-GROUP developments that target natural resources and energy savings are grouped under the CleanTech concept. Introduced in 2008, the Group continues to build upon this concept, which considers the total cost of ownership and aims to continuously raise productivity while reducing the environmental impact of equipment and processes. CleanTech supports customers in reaching their ESG ambitions not just in reducing the use of natural resources but also in enhancing the ergonomic working conditions of operators and extending the lifetime span of linen.

With a clear focus on future-ready technologies, the Group has made significant investments in upgrading and expanding its product portfolio, with a strong focus on laundry robotics, AI, automation, advanced software applications for its industry and more environmentally sustainable solutions. In January 2024, JENSEN-GROUP appointed a Chief Innovation Officer, reflecting the strategic importance of technology and product leadership.

JENSEN-GROUP's key technologies span the entire laundry workflow, from sorting and washing to the internal logistics of moving linen and textiles within the laundry. The process is completed by advanced feeders, ironers, folders, and stackers, supported by software solutions that control and optimize the overall process. In short, a wide range of technologies is applied to transform soiled linen and textiles into clean linen with a consistently high-quality finish.

The integration of technology and software allows customers to monitor and track production in real time and to use the acquired information to improve productivity based on relevant data. The investments in Inwatec ApS for automation and AI are bringing the industry up to a new level and have prepared JENSEN-GROUP for industry 4.0 and the Internet of Things. Process control and production monitoring software have become crucial in offering the customer an all-in laundry operating solution.

The Group holds a broad portfolio of patents and patent applications covering specific features of its machinery, which are primarily used to establish prior art. Patent protection is assessed on a case-by -case basis, with a focus on larger markets. Across JENSEN-GROUP's competence centers, product development teams continuously evaluate opportunities to protect the Group's innovative developments.

Given the wide range of technologies that cater to the needs of its customer base, JENSEN-GROUP does not focus on fundamental research and development but seeks to make use of existing technologies and incorporate them into its industry's processes with a focus on energy and labor efficiency.

JENSEN-GROUP annually invests around 1.5-2% of its total sales in product development.

Aftermarket services, spare parts, and lifecycle support are of increasing strategic importance to JENSEN-GROUP. With a strong global service organization and a continuously expanding installed base, the Group is well positioned to provide reliable maintenance, technical support, upgrades, and consumables throughout the entire lifetime of its equipment. Continued investments in service capabilities, digital tools, and selected acquisitions further strengthen the Group's ability to deliver consistent performance, minimize downtime, and support customers in optimizing their operations. Recurring revenues from service and spare parts contribute to stability and reinforce long-term customer relationships.

The Executive Management Team (EMT) of the JENSEN-GROUP consists of a Chief Executive Officer, a Chief Financial Officer, a Chief Operating Officer, a Chief Digital Officer, and a Chief Innovation Officer.

The JENSEN-GROUP's manufacturing platform is composed of factories (PECs) in five countries on three continents :

• Denmark: JENSEN Denmark in Rønne and Hasle, and Inwatec ApS in Odense

• Sweden: JENSEN Sweden in Borås

• Germany: JENSEN GmbH in Harsum, MAXI-PRESS in Eichenzell, and P-E in Bürstadt

• USA: JENSEN USA in Panama City, FL, and JENSEN Braun in Syracuse, NY

• China: JENSEN China in Xuzhou.

The JENSEN-GROUP sells its products and services under the JENSEN, Inwatec, MAXI-PRESS, MAXI-PRESS Filterfab, MAXI-PRESS DRM, and Braun names through wholly owned Sales and Service Centers (SSCs) and through independent authorized distributors worldwide. In recent years, the relative share of sales via the Group's own SSCs has increased. These SSCs operate in the most important, heavy-duty markets: Australia, Austria, the Benelux, Brazil, China, Denmark, France, Germany, Italy, the Middle East, New Zealand, North America, Norway, Singapore, Spain, Sweden, Switzerland, the United Kingdom and the Gulf Countries in the Middle East. Sales and Service Centers play a critical role in coordinating the increasing number of complex installation projects involving several production companies simultaneously. Furthermore, an experienced distributor network base exists in more than 50 countries. From October 2023 onwards, the Japanese market has been served via Inax ltd, the JENSEN-GROUP's Joint Venture partner in Japan and one distributor.

The JENSEN-GROUP in the world

Plus, a worldwide network of distributors.

Carina

constantly new challenges and issues to solve.

When you manage the job, you grow with the task. I like that. There are

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‌SUSTAINABILITY REPORT

1. Double materiality outcome

2. Climate Change

3. Pollution

4. Water

5. Resource use and circular economy

6. Own workforce

7. Consumers and end-users

8. Business conduct

Appendices

Appendix A: General and governance disclosures Appendix B: Full list of JENSEN-GROUP IROs Appendix C: GHG Accounting policy scope Appendix D: Taxonomy

Appendix E: Limited assurance report of the statutory auditor on the consolidated sustainability statement

‌Sustainable business framework

The JENSEN-GROUP aims to offer the best solutions to customers worldwide and meet their expectations. What is more, the goal of creating sustainable and innovative solutions is deeply embedded in the Group's

DNA. Textile care services form the oldest circular economy in the world and its roots date back to the late 19thcentury. Extending the life of textiles is key but extending the lifetime of laundry equipment is equally important.

Our aim is to honor and foster this legacy by developing a sustainability approach around the three aspects that together are known as ESG:

Our products and services are designed to address both current and future challenges, such as climate change, water scarcity, rising energy costs, labor shortages, and increasingly rigorous sustainability regulations. We achieved this by placing an emphasis on energy and water efficiency, automation, and the development of ergonomic products, thereby creating safer and more attractive working conditions and therefore contributing toward sustainability and the wellbeing of our customers' employees. Furthermore, the progress we are making in robotics and artificial intelligence, along with our high-quality aftermarket solutions, are extending the lifespan of equipment and textiles.

This underlines our commitment to addressing not only the interests and needs of society but also the environmental challenges of a complex world with a growing and aging population.

Saving energy and making responsible use of natural resources while mitigating climate risk and reducing negative environmental effects are embedded in our way of doing business. At JENSEN-GROUP, we regard developing innovative technologies and working with our customers and partners to make the industry more sustainable as an opportunity. With our holistic CleanTech approach, we help our customers achieve their environmental targets, as well as their social and economic goals. Automation and innovation play a crucial role in that regard and serve as key ingredients for enhanced productivity, safety, and employee well-being.

Sustainability is one of the key strategic cornerstones of JENSEN-GROUP and is considered as a critical success factor for long-term value creation. The company's ESG roadmap and reporting framework substantiate the common aim of the Board of Directors and Executive Management Team (EMT) to drive and measure progress in a systematic way. While ESG has become a permanent item on the agenda of the monthly EMT meetings, the global Head of Corporate Sustainability has been developing and implementing processes, procedures and systems to ensure full compliance with the Corporate Sustainability Reporting Directive (CSRD) and the European Sustainability Reporting Standards (ESRS). In that regard, we have been closely monitoring the Omnibus proposal, which seeks to simplify and clarify certain reporting requirements under the CSRD and ESRS framework.

For more information on how sustainability is integrated into our business model, please see the profile of the JENSEN-GROUP described in the present report, as well as the section about material impacts, risks and opportunities and how they interact with our strategy and our business model.

‌Sustainability statement

This sustainability statement has been prepared in accordance with the requirements of the European Sustainability Reporting Standards (ESRS) issued by the European Financial Reporting Advisory Group (EFRAG), in accordance with the Corporate Sustainability Reporting Directive (CSRD). In line with the "Quick Fix" ESRS Delegated Act adopted by the EU Commission in July 2025, we have maintained the current scope of our disclosures without adding the additional phase-in requirements. Furthermore, in accordance with paragraph 75 in disclosure requirement 5.4 Relief for acquisitions and disposals of ESRS 1 of the Draft Simplified ESRS of 30 November 2025, the most recent acquisition including the assets of G.A. Braun are excluded from the 2025 reporting, as will most likely be permitted under the Draft Simplified ESRS currently pending publication.

The report is structured as follows:

• The first chapter "Double Materiality Outcome" gives an overview of material impacts, risks and opportunities for JENSEN-GROUP.

• After that, we have reported on material disclosure requirements for each material ESRS standard: E1 Climate Change, E2 Pollution, E3 Water, E5 Resource Use and Circular Economy, S1 Own workforce, S4 Consumers and End-users, and G1 Business conduct.

• Each chapter and section includes a title in italics referring to the official name of the disclosure requirement under the ESRS standards (e.g., SBM-3, ESRS2 IRO-1, etc.).

  Each of the material standards follows the same structure:

• First of all, we explain why the standard matters to our business by explaining the material Impacts, Risks, and Opportunities (IROs).

• After that, we report on the policies, actions, and targets of the JENSEN-GROUP to manage those IROs.

• Finally, we report material metrics and other standard-specific disclosure requirements.

  A series of appendices complete the report:

• General disclosure requirements (ESRS 2) are reported in Appendix A.

• Appendix B contains the full list of material IROs.

• The accounting policy for the reported Greenhouse Gas Emissions (Scope 1,2,3) is explained in Appendix C.

• Taxonomy disclosures can be found in Appendix D.

  The main abbreviations used throughout the report are:

• DMA - Double Materiality Assessment

• EFRAG - European Financial Reporting Advisory Group

• EMT - Executive Management Team

• ESG - Environmental, Social, and Governance

• ESRS - European Sustainability Reporting Standards

• GHG - Greenhouse Gas

• IROs - Impacts, Risks, and Opportunities

• SBTi - Science Based Targets initiative

• tCO2e - tons of carbon dioxide (CO2) equivalent

• UoM - Unit of Measurement

1. ‌Double materiality outcome

   SBM-3 - Material impacts, risks and opportunities and their interaction with strategy and business model(s)

   Context

   The illustration below shows how the activities of the JENSEN-GROUP interact within its value chain. It provides contextual information that is needed in order to understand the material impacts and risks.

   
   
   

   Following the completion of the Double Materiality Assessment (DMA) in 2024, our focus in 2025 shifted to keeping it relevant and responsive to new developments. The DMA now plays a central role in how we manage sustainability, guiding how we set priorities, monitor progress, and communicate transparently across the Environmental, Social, and Governance (ESG) domains.

   During 2025, we applied a structured due diligence process consistent with the latest EFRAG guidance. Quarterly meetings were held with our consultants to review regulatory updates, stakeholder expectations, and business developments that might create new impacts, risks, or opportunities. These reviews combined insights from internal stakeholders, such as management, finance, and purchasing teams with external research and input from industry associations and customers. Any potential updates to the DMA were presented during quarterly ESG driver meetings with EMT, ensuring management oversight and validation.

   This continuous approach helps ensure that JENSEN-GROUP's DMA remains up-to-date, well-informed, and closely aligned with both regulatory requirements and stakeholder expectations.

   For the general description of the DMA conducted in 2024, please see Appendix A entitled "Double Materiality Process".

   In line with our ESG reporting guidelines, the DMA will be fully reviewed every three years by EMT and by the stakeholders of the JENSEN-GROUP.

   Outcome

   We have identified our impacts on planet and people (impact materiality assessment), as well as the sustainability-related risks and opportunities that we are exposed to (financial materiality assessment). The outcome is aggregated for each chapter and all subtopics of the ESRS presented in the matrix below. The list of material topics remains unchanged from 2024, as no new topics were identified as a result of the DMA due diligence process described above. The topics are listed in no particular order.

   Our strategic efforts to promote a more sustainable laundry industry are closely intertwined with the environmental impacts, risks, and opportunities outlined in chapters E1, E2, E3, and E5 of the present sustainability statement. Laundries are dependent on equipment made of carbon-intensive materials such as steel and require significant amounts of natural resources such as water and energy to operate, which, in turn, has indirect negative impacts on the climate and the environment. By developing environmentally friendly and durable solutions, we can mitigate these ecological impacts.

   Our activities also affect people, which is reflected in the impacts, risks, and opportunities that can be found in chapters S1 and S4 of the sustainability statement. Our people and our customers form an essential part of our achievements, which is why we are committed to providing them with safe and attractive working conditions that will lead to their satisfaction and success.

   As a listed company, we act in compliance with local laws and regulations. We are dedicated to responsible leadership and consider integrity, honest business practices, and lawful conduct among our highest priorities. The impacts and risks associated with these values are reflected in chapter G1 of the sustainability statement.

   
   
   

   As no new topics were identified as a result of the DMA due diligence process in 2025, the IROs are the same as in 2024. The full list of IROs per ESRS standard can be found in Appendix B. The relevant IROs are also always explained at the beginning of each chapter.

2. ‌Climate change - ESRS E1

Our approach to curbing greenhouse gas emissions

Why climate change matters to our business

ESRS 2 SBM-3 - Material impacts, risks and opportunities and their interaction with strategy and business model

JENSEN-GROUP acknowledges that using our equipment is energy-intensive and contributes toward climate change. This highlights the necessity for comprehensive carbon footprint disclosure in order to meet legal and customer expectations. Potential risks include increased raw material costs due to new carbon taxes, higher transportation expenses linked to climate transition, and stricter energy regulations affecting our energy-dependent machinery in key markets, whereas our CleanTech strategy provides us with an opportunity to offer energy-efficient products that reduce emissions and energy costs for our customers.

The vast majority of emissions are released when our machines are in operation at our customers' sites. Our total greenhouse gas emissions amount to 6,772,109 tCO2e, of which 6,629,255 tCO2e are released in the use-phase of the equipment. While we did not assess the resilience of our business with regard to these climate risks in the detailed way required by the ESRS, we still formulated a response to climate-related transition risks and opportunities in a climate scenario that is consistent with limiting global warming to 1.5 °C. We intend to perform a comprehensive climate risk and resilience assessment in line with new ESRS requirements.

OO - Own Operations UVC - Upstream Value Chain DVC - Downstream Value Chain " sector-specific disclosure

ESRS 2 IRO-1 - Description of the processes to identify and assess material climate-related impacts, risks and opportunities

The materiality of climate-related impacts, risks, and opportunities was assessed in 2024 according to the process described in Appendix A "Double Materiality Process" and remains unchanged.

While climate transition was evaluated as a material topic, climate adaptation and related physical risks were deemed immaterial, although our business resilience with regard to those climate risks was not assessed at the level of detail required by the ESRS. We nonetheless conducted a high-level analysis and identified some climate-related hazards in a high-intensity climate scenario in line with a temperature rise close to 4 °C. According to the WWF risk management tool, two factories would indeed become increasingly affected by extreme weather events caused by climate change, such as extreme heat and flooding. However, a look at the response we can offer to mitigate physical risks clarifies why we assessed the topic as immaterial:

• Multi-plant operability enables us to mitigate the financial impact of regional weather events, while maintaining operational continuity.

• Increased insurance premiums following flooding will remain non-material as only two sites are involved.

  Compliance with specific building codes is strictly adhered to. Water stations throughout the plants, breaks, and adequate air conditioning with low financial impact (only two sites involved) ensure decent working conditions during heat waves.

  How JENSEN-GROUP shapes its climate transition plan

  CleanTech - our approach toward sustainable solutions

  The CleanTech approach was developed back in 2008 and lies at the core of our product development. Guided by the principle of maximizing output while minimizing input in laundry operations, our approach culminates in:

• The application of innovative technologies

• Reduced consumption of natural resources and energy

• Enhanced performance and productivity across operations

• The prolonged durability of equipment and textiles

• The creation of a safer and more attractive workplace

  This concept is brought to life by creating and enhancing smart product designs that incorporate advanced features such as automation, robotics, and artificial intelligence. Our aim is to elevate the environmental, social, and economic performance of our customers and to help them achieve their ESG objectives. By focusing on optimizing energy consumption and extending the lifespan of CO2-intensive assets like machinery and textiles, we make a proactive contribution to the climate change mitigation initiatives within our value chain.

  Transition Plan including main reduction levers, actions, and targets

  E1-1 Transition plan for climate change mitigation

  At JENSEN-GROUP, sustainability is a core aspect of our culture, values, and business strategy, which underscores our commitment to CleanTech and Environmental, Social, and Governance (ESG) initiatives. Our comprehensive climate change mitigation approach allows us to align our core business activities with our sustainability ambitions. By undertaking targeted actions and setting clear targets, we are committed to reducing our environmental impact and leading the laundry industry by example.

  Our transition plan forms an integral part of our business strategy and financial planning, thereby ensuring that sustainability efforts drive operational excellence and innovation. This includes developing more efficient products by applying our CleanTech approach and collaborating within the value chain to decarbonize our operations and those of our customers.

  The Executive Management Team and Board of Directors are actively involved in and have approved the climate change transition plan in August 2024, which underlines the dedication to sustainability that is present within our company's senior management.

  While JENSEN is not included in the EU Paris-aligned Benchmarks, our transition plan is supported by our 1.5 °C-aligned climate mitigation targets, as outlined in section E1-4. The JENSEN-GROUP has committed to near-term targets in 2024, pending validation from the Science Based Targets Initiative (SBTi). Near-term targets, set for a ten-year period, include an interim milestone for 2030, which is recognized by the scientific community as a critical point when it comes to limiting global warming to 1.5 °C above pre-industrial levels.

  Specifically, we aim to reduce:

• Scope 1 and 2 emissions by 42% by 2030 and 58.8% by 2034, and

• Scope 3 emissions (use of sold products) by 25% by 2030 and 35% by 2034.

  During the past year, we looked closely at what actions are needed to meet these goals. Reducing our Scope 1 and 2 emissions is feasible with the key levers identified and listed below. However, reducing Scope 3 emissions is much more difficult, as they come mainly from how our machines are used by customers and make up about 99.9% of our total carbon footprint. This challenge is reinforced by our expected business growth: even if each machine becomes more energy-efficient, the overall number of machines in use will increase, leading to higher total emissions. This situation is reinforced by our strong focus on service and spare parts. While extending the lifespan of our machines has a positive effect in terms of durability, it also means more machines stay in use for longer, resulting in higher emissions.

  Though current technologies for switching machines to electricity are currently available, they are not yet technically feasible or financially attractive for most customers. Reaching our climate targets would also depend on more laundries choosing to move from natural gas to renewable energy. Today, however, these alternatives are not yet widely accessible, affordable, or practical for many operators, even with rising CO₂ taxes.

  Steam-heated machines powered by renewable energy ("green steam") offer a potential pathway to reduce gas consumption, but they require significant investment and are currently less cost-effective than gas-based systems due to low gas prices and high electricity costs, even when combined with solar installations.

  These investment decisions lie entirely with our customers, and such investments need to be economically realistic for them.

  The challenge is even bigger in the United States, our largest market outside the EU, where the overall trend currently favors increased fossil fuel use. In all cases, developing more energy-efficient machines remains a priority in order to make electrification viable for customers who want to adopt it and to offer economically attractive solutions to all our customers.

  Despite these barriers, it is important for us to set ambitious climate targets. They give us and our customers a clear common direction and create a shared basis for collaboration. We are confident that technological and market developments in the coming years will make the transition more viable, and we are taking a "leap of faith" approach by committing to these targets now. As renewable energy becomes more accessible, our steam-heated solutions can already support customers who want to reduce their emissions and operate in a net-zero way.

  To achieve our SBTi targets, we have identified the following key levers across our Scope 1, 2, and 3 emissions. Electrification of our fleet (Scope 1 reduction leverage)

  • Allocated resources: JENSEN-GROUP investments in purchase and leasing of electric and hybrid cars, not yet reported as aligned CAPEX due to taxonomy criteria (for more details see section E1-3 below).

    Renewable electricity (Scope 2 reduction leverage)

  • Allocated resources: Current and future operational costs related to green energy from the grid as well as future investments in infrastructure for renewable energy will form part of our long-term planning. These investments have not yet been quantified.

    Optimization of laundry operations (Scope 3 reduction leverage)

    As 98% of our emissions are caused during the use-phase of JENSEN-GROUP products, we acknowledge the potential long-term greenhouse gas impact associated with the emissions locked in over the lifecycle of our products. These risks are linked to the energy dependency of our products (gas and steam) and depend largely on the choices made by our customers and by governments with regard to energy sources (e.g. specific contracts or general grid sources used) and infrastructure availability.

    To address these risks, we are committed to reducing the carbon intensity of our product portfolio in alignment with the objectives of the Paris Climate Agreement. We do not foresee any additional locked-in emissions that would be likely to prevent the JENSEN-GROUP from achieving its targets.

    Among other measures, our strategy to reduce greenhouse gas emissions related to the use-phase of our products includes:

  • Product innovation and aftermarket solutions: Innovation- and service-driven energy efficiency will continue to support this reduction. Optimizing our customers' laundry operations to minimize water and energy consumption remains a key focus. In addition, we are further developing our in-house expertise in emerging technologies and energy solutions and have hired an expert in thermodynamics during the reporting period.
  • Customer collaboration: Given that a significant share of our emissions occur in the laundries, we actively engage with our customers to optimize energy use and reduce the environmental impact of their operations, while collecting carbon data and refining our Scope 3 calculation model.
  • Long-term focus on renewable energy solutions: Although operating our equipment using renewable energy is theoretically possible, it is currently not technically or financially viable due to the high energy demand of existing machines. This drives our continued monitoring of renewable energy developments, improvements in equipment energy efficiency, and exploration of innovative solutions. Our objective is to ensure that our equipment is ready for future low-carbon technologies and can operate efficiently once these become more widely accessible, enabling both customers and JENSEN-GROUP to achieve common climate targets together.

  • Allocated resources: time, labor, and indirect costs. We are unable to quantify this information.

E1-2 - Policies

In alignment with our overarching transition plan targeting Scope 1 and Scope 2 emissions, we are committed to the electrification of our vehicle fleet. Our car policy underscores this commitment by promoting the purchase of electric vehicles and by financing EV charging stations at our sites.

We do not have any other climate-related policies at Group level.

E1-3 - Actions and resources

To achieve our climate mitigation targets, we are putting the following actions in place in our own operations across the Group as a whole (Scopes 1 and 2) and in our downstream value chain (Scope 3), more specifically at customer level in the use-phase of the equipment:

This transformation has already started with an increase in the number of hybrid and electric vehicles in our fleet.

By replacing all current internal combustion engine (ICE) vehicles and hybrid vehicles with fully electric cars, we could save up to 1,077 tons of CO2e within the next ten years. If we include the replacement of fossil-fueled forklifts with electric ones, we could save 1,177 tons of CO2e and reduce our Scope 1 by 44%.

Considering that for certain business activities such as customer service, vehicles must always be ready for use and employees are dependent on the availability of charging stations, a more realistic and conservative saving would be 810 tons of CO2e, because it excludes service vans. This would represent a 30% reduction on our Scope 1 and means that about 72% of our fleet would be electric by 2034. This calculation is based on 2025 data and does not include organic growth simulation. We are expecting the target to improve, based on advancements in infrastructure and technology that would enable us to include the entire fleet. Our commitment is highlighted by our revised company car policy promoting the purchase of such vehicles. While no further key actions were taken during the reporting period, we will continue to encourage the purchase of electric cars and challenge the need for ICE vehicles. This can be done quite effectively since every investment proposal for new vehicles needs approval from the CEO and CFO.

Allocated resources: Current investments and leasing for electric cars and EV charging stations form part of our CAPEX disclosed on page 202 of the annual report. These expenses are not reported as aligned with CAPEX in the taxonomy section, because they do not fulfill all taxonomy objectives and criteria. The acquisition of electric vehicles is not an exceptional investment but forms part of our regular vehicle replacement cycle, with costs comparable to those of conventional cars. Consequently, these expenditures are absorbed within our normal CAPEX without requiring a dedicated budget. Treating EVs as part of normal CAPEX reflects our commitment to embed low-carbon mobility into routine business operations.

We plan to green our electricity supply by switching to zero-emission or renewably sourced electricity wherever possible. Our Chinese factory and one of our latest joint-ventures, MAXI-PRESS are already equipped with solar panels, covering 13% of the Group's total energy consumption. Several other entities are already benefiting from green energy from the grid. We plan to install solar panels at other sites and, in situations where solar panels are not an option, we intend to purchase renewably sourced electricity from the grid within the next ten years. In countries where electricity options are limited by the market or by the fact that we are tenants, achieving this may not be feasible.

The transition toward net-zero and the achievement of our targets are therefore also dependent on external factors beyond our control.

Based on the current market situation and the 2025 energy consumption figures, we could save 3,645 tons of CO2e using this approach, which represents 58% reduction in our Scope 1 and 2 emissions.

We expect to exceed this target as the availability of renewable energy infrastructures is expected to increase and the energy mix in grid supplies to become greener over the years.

During the reporting period, several entities advanced their transition to renewable energy. Our SSC in Italy purchased Guarantees of Origin, while plans for solar panels are underway in our Belgian offices. In China, a new installation of solar panels on an additional factory building is scheduled for 2026. Feasibility assessments were also carried out and reviewed with the EMT to evaluate solar potential at our other production sites.

Further analysis in 2026 will determine which locations offer the highest value when it comes to achieving our Scope 2 target. For our main production site in Denmark for example, located on the island of Bornholm, securing access to CO₂-neutral electricity depends on the adoption of a political agreement related to the "Bornholm Energy Ø" initiative. This agreement is necessary in order to expand the island's renewable energy infrastructure and to ensure the availability of a grid capable of supplying sufficient CO₂-neutral electricity to industrial consumers. In practice, this means that our ability to source green electricity at this site relies on external policy decisions and the future development of local energy systems.

Allocated resources: Current operational expenses for green energy are not significant and form part of our OPEX, which is disclosed on page 219 of the annual report. The solar panel installation in China is implemented under a third-party ownership model. The external vendor finances, installs, and operates the system, so JENSEN-GROUP does not incur any CAPEX or OPEX and only consumes the renewable electricity produced onsite. The planned investment in Belgium is considered non-material, as the site requires only a limited number of solar panels.

In view of the fact that we cannot eliminate gross Scope 1 and 2 emissions completely, it is important that we continuously work to reduce our operational fuel and energy consumption. Based on lean management principles, factories apply concentrated production planning with annual shutdowns to ensure that output is maintained at a constant, high level. All transportation routes within the factory are kept as short as possible and fossil-fueled forklifts are continuously being phased out and replaced with electric ones. Where possible, gas welding has been replaced by laser welding, which improves operational efficiency and reduces fossil fuel consumption.

All our factories that have not yet transitioned to LED lighting are currently in the process of doing so. The new painting line installed in 2024 at our factory in Denmark enables the recovery and reuse of excess heat. With the effective use of residual heat beginning late in the reporting period, we expect to report the first confirmed energy savings in 2026. The system was also designed to allow future electrification once this becomes economically feasible.

Initial estimates and analyses conducted during the reporting period indicate that operating the painting line with electricity rather than gas would currently increase energy costs by approximately 75%.

As a transitional solution, the use of biogas is being assessed, and feasibility investigations are underway. These steps form part of our broader efforts to progress toward our near-term targets.

While the upgraded surface treatment of our painting line in China, completed in 2024, reduced natural gas consumption compared with 2023, overall gas use increased again in 2025 due to higher production volumes. For further details and a comparison of energy-related consumption figures, please see page 33 below.

There are no other defined key actions and targets for the future.

Allocated resources: Expenses related to the installation of energy efficiency measures can be found in the Taxonomy section (Appendix D) of the present report. They are not reported as aligned CAPEX, because they do not fulfill all taxonomy objectives and criteria. These investments form part of our CAPEX disclosed on page 202 of the annual report.

About 98% of our emissions in this category take place downstream while our products are in use. To effectively reduce these emissions, several reduction levers were identified.

• Customer collaboration on climate targets: While the use of our equipment is reported within our own value chain emissions, these emissions occur at our customers' sites and are directly linked to how the machines are operated. Working closely with customers is therefore essential in order to identify solutions that help reduce the emissions generated during equipment use. Supporting customers in reducing these operational emissions contributes to reducing the Group's largest source of emissions. During the reporting period, we worked within ETSA and with key value chain actors to develop a best-practice guide for heavy-duty laundries, with the aim of reducing their main sources of emissions, namely energy use and textile purchases. This initiative reflects our strong belief in the importance of collaboration to achieve shared climate goals, particularly given the interconnected nature of emissions across the value chain. Our engagement in national and international industry associations is essential, as well as our continuous dialogue with our customers on a bilateral basis. Our day-to-day business relies on providing support and CleanTech solutions that optimize laundry operations and reduce their energy consumption. We will continue to foster these relationships and collaborations within the context of our respective carbon-reduction plans.

  Allocated resources: Indirect costs of time and labor.

• Energy efficiency measures: 1.5 - 2% of our turnover is invested in product development driven by our CleanTech approach. We have always been dedicated to creating the most energy-efficient solutions possible, in order to maximize results and minimize costs and energy consumption for our customers. Energy efficiency measures also include a strategic focus on aftermarket solutions that provide customers with regular maintenance checks and training in the most efficient use of the equipment. We will continue to develop and push innovation and our service offerings in order to reach our Scope 3 climate targets.

  Allocated resources: 1.5 - 2% of our turnover invested in product development (PD), indirect costs of time and labor.

• Renewable heating solutions: For our customers, a major source of emissions originates from the heating process, which in most cases relies on fossil fuels. Improving the sustainability of this process requires the development of renewable and more energy-efficient heating solutions. In this context, gas-heated equipment continues to play a transitional role, as it is generally less CO₂-intensive than other fossil alternatives and enables more efficient direct heating compared with traditional steam systems. In parallel, we continue to work with our customers in order to explore innovative technologies in product development and ensure that our equipment will be ready for future low-carbon operations as these solutions become more widely available.

  Heavy-duty industrial laundry equipment also has significantly higher and more complex energy requirements than household or commercial machines, due to the large volumes processed and the continuous operating conditions. As a result, the technologies and energy solutions typically used in smaller-scale applications cannot be directly transferred to industrial laundries. This complexity underscores the importance of developing tailored, renewable-energy-ready solutions that can meet the sector's operational and performance needs.

  Allocated resources: 1.5 - 2% of our turnover invested in product development (PD).

• Improve the quality of Scope 3 data: Improving the quality of our Scope 3 emissions data is a nuanced challenge that underscores the complex nature of calculating and understanding our broader environmental impact. Given the intricate web of activities across our value chain, we often face the need to make assumptions due to a lack of specific data.

Recognizing this, our commitment extends beyond mere compliance; it is about evolving our data collection processes to minimize assumptions and enhance reliability of our figures over time. By striving to achieve more accurate and verifiable data, we aim to refine our sustainability strategies with greater precision, fostering a culture of continuous improvement and transparency. This journey toward better data underscores our dedication to making informed decisions that genuinely contribute to our sustainability goals.

In 2024, we developed our use-phase calculation model and subjected it to extensive internal, external, and customer review. During the reporting period, the model has proven to be a robust and audit-proof approach. We also scaled up our resources in this area to further strengthen our capabilities and deepen our understanding of use-phase emissions. Building on this foundation, we plan to automate the model in 2026 to enhance efficiency and scalability across the Group.

Allocated resources: Indirect costs of time and labor.

At this stage, quantifying the contributions made by our products to the achievement of the set reduction targets during their use-phase is challenging, due to the diverse range of products sold and the varied ways in which they are used by customers. Although our industrial laundry machines are designed and built using top-specification components and adhere to strict manufacturing standards, the energy efficiency of the equipment depends on how the end-user operates the machine. This includes the choice of process (often determined by chemical suppliers), which significantly influences energy and utility efficiency.

Additionally, the type of textiles being laundered (such as linen, garments, dust mats, etc.) also affects overall efficiency, as does the supporting infrastructure (such as the building and the energy supply).

Energy consumption can therefore vary greatly from one laundry facility to another, depending on the mix of textiles processed, the specific operating procedures followed, and the infrastructural setup. Moreover, since a customer may process different types of textiles from one week to the next, energy consumption can fluctuate, even though the same machine is being used. This variability, in addition to a different mix of products sold every year on the basis of which we calculate the Scope 3 use-phase emissions, makes it difficult to track and provide product-specific energy consumption data from which we could deduce a quantifiable GHG emission savings figure.

E1-4 - Targets related to climate change mitigation

We committed ourselves to the internationally accepted near-term Science Based Targets Initiative (SBTi) in 2024 and our company is setting itself strict and scientifically based CO2e reduction targets for the next ten years. Through these objectives, we are dedicated to reducing our corporate carbon footprint in alignment with the global warming targets of the Paris Climate Agreement. Our near-term climate targets have been developed using the SBTi target-setting tool and simulate a climate scenario based upon global warming of well under 2 degrees.

During the reporting period, we conducted further feasibility assessments and simulations to ensure the robustness of our ambition and finalized the submission of our near-term targets to the SBTi. As part of this process, we are restating our 2024 emissions after introducing a carbon footprint calculator with more recent emission factors and reverifying our data.

We have changed our base-year from 2024 to 2025 with total emissions amounting to 6,772,109 tCO2e including a market-based approach for Scope 2. This change was made following a significant improvement in the quality of emissions data for Scope 3 "use of sold products" during the reporting period, providing a more reliable baseline. The 2024 figures have been retained for comparison.

Monitoring performance in relation to Scopes 1 and 2 is carried out by reporting activity data related to energy consumption and the energy mix on a quarterly basis. The Head of Corporate Sustainability can provide performance updates to the EMT during the monthly ESG driver update meeting. This process facilitates efficient and prompt decision-making, should any corrective actions be necessary. The manual method for collecting and calculating Scope 3 data renders regular monitoring unfeasible. Instead, it will be calculated and reviewed annually with the EMT, alongside internal experts and a select group of customers, focusing specifically on reduction strategies during the use-phase of the equipment.

How JENSEN-GROUP addresses energy use by customers

Energy savings are of undeniable importance to our customers, which explains the high degree of materiality of this topic. To increase the efficient use of primary energy and ensure that it is consumed more economically is one of the main objectives of our CleanTech approach.

This also involves integrating water and energy recovery systems into machines. Optimizing the energy use of our equipment and laundry processes lies at the core of our

business model and forms part of our climate transition plan, as the amount of energy used by customers directly impacts the quantity of greenhouse gas emissions released into the atmosphere. Consequently, the levers, actions, and resources to bring about a reduction that were identified for Scope 3 above also apply to this topic. We recognize the importance of setting targets aligned with our customers' priority to reduce their operational energy consumption.

However, the energy performance in a laundry depends on various factors beyond the design of each individual machine.

This makes it challenging to quantify how JENSEN-GROUP is contributing toward better performance over time, because the progress and evolution are significantly influenced by external factors not within its control.

Consequently, we are not yet ready to set specific targets or measure progress until we can establish a calculation method that primarily looks at the contributions made by JENSEN, independent of other factors on which we have no influence.

We intend to actively collaborate with our customers to develop energy reduction targets through our participation in various working groups of national and international industry associations. This includes the Sustainability Working Group of the European Textile Services Association (ETSA), co-chaired by the JENSEN-GROUP and comprising numerous laundries. During the reporting period, we worked with this group to develop industry-wide best-practice guidance for emission and energy reduction in heavy-duty laundries. This work clearly demonstrated that energy performance is highly complex and that operating practices vary significantly across companies, which reinforces the need for further investigation before defining a meaningful and measurable target. We therefore continue to develop a calculation method that can reliably attribute energy savings to JENSEN's contribution, independent of external factors. We aim to finalize this methodology and set a corresponding target by next year. As we are currently re-evaluating this data point and how to measure it, a comparison with the previous reporting period is not possible.

JENSEN-GROUP Greenhouse gas emissions

E1-5 - Energy consumption and mix (Scope 1+2)

Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources

MWh 4,194 3,003

Energy intensity from activities in high climate impact sectors (total energy consumption per net revenue**)

MWh/1 KEUR

0.045 0.045

Accounting policy

All entities within the JENSEN-GROUP, including our factories as well as consolidated subsidiaries and joint ventures, are included in the energy consumption calculation, with the exception of a limited number of entities excluded for the reasons described in Appendix A "Basis for Preparation".

* Fuel consumption includes an estimate of fuel used by company cars based on an average consumption in L/100 km when driving 25,000 km per year. For company cars acquired or sold during the reporting period, the distance traveled is estimated at a lower value if the car was acquired or sold in the first or last quarter of the reporting period, respectively.

**The entire revenue of the Group is derived from the distribution of heavy-duty laundry equipment, which is considered a high climate impact sector.

The activity data related to energy consumption (excluding fuel consumption for company cars) has been taken from invoices and may, depending on the invoicing cycle of the supplier, be based on assumptions with regard to the previous year's consumption figures. The split between fossil fuel, renewable, and nuclear energy sources, including purchased electricity and steam, mainly relies on information from suppliers. If no supplier information was available, we used national or regional energy mixes publicly disclosed by local authorities, or the ones available on the website of the International - U.S. Energy Information Administration (EIA).

With regard to our energy intensity datapoint calculation the revenue is disclosed in the financial statements, on page 206 of the annual report.

E1-6 - Gross Scopes 1, 2, 3 and total greenhouse gas emissions

As a manufacturer of industrial laundry equipment, our greenhouse gas emissions are categorized and reported in alignment with the Greenhouse Gas Protocol across Scope 1, Scope 2, and Scope 3 emissions. Considerable growth, increase in production, and higher data quality between the end of last year and during the reporting period have contributed to an increase in our greenhouse gas emissions compared with last year.

Scope 1 emissions include all direct emissions from sources that are owned or controlled by our company. Most of these emissions are related to our manufacturing operations, and result from the combustion of natural and propane gas used in the production process, as well as from the fuel consumed by our fleet.

Scope 2 emissions are the indirect greenhouse gas emissions resulting from the consumption of purchased energy and district heating. Our Scope 2 emissions primarily arise from the electricity we purchase to power our manufacturing facilities, offices, and sales and service centers. 3% of the energy consumed was covered by contractual instruments, of which 3% are bundled, meaning the actual grid energy is exclusively derived from renewable sources. Less than 1% of the energy is unbundled, meaning very few Guarantees of Origin or Renewable Energy Certificates were purchased to claim environmental benefits or offset emissions from non-renewable grid electricity. These instruments form an integral part of our transition plan and ensure that an increasing portion of our electricity derived from renewable sources is accounted for in our market-based Scope 2 calculations.

None of our Scope 1 and 2 emissions are covered by regulated emissions trading schemes (ETS). Regulated emissions trading schemes apply to specific large or energy-intensive installations, and none of the Group's operations meet the criteria for inclusion.

Scope 3 emissions represent the largest portion of our carbon footprint, as they encompass indirect emissions throughout our value chain, both upstream and downstream. Our largest emissions occur in:

Use of Sold Products (98%): The most significant part of our Scope 3 emissions comes from the use of our equipment by customers. The energy-intensive processes and the long product lifetime explain this figure. Emissions in this category increased by approximately 65% between 2024 and 2025. This increase is primarily attributable to increased sales and a higher share of energy-intensive equipment in the product mix sold in 2025 compared to 2024. In addition, improvements in data quality for production cycle parameters (number of shifts, operating hours, and operating days) resulted in higher reported emissions compared to the previous use of a standard assumption of 40 operating hours per week.

*Please see the net revenue disclosed in the financial statement on page 177.

Accounting policy

All entities within the JENSEN-GROUP, meaning our factories as well as consolidated and unconsolidated subsidiaries and joint ventures, are included in the carbon footprint calculation in accordance with the GHG Protocol and the operational control approach, with the exception of a limited number of entities excluded for the reasons described in Appendix A, "Basis for Preparation". The values for 2024 have been restated due to methodological changes. These include the implementation of a new carbon calculation tool, which led to a re-verification of the underlying data, as well as the application of updated emission factors and the operational control approach.

The full accounting policy for scope 1, 2 and 3 emissions can be found in Appendix C.

Other climate-related disclosures

E1.GOV-3 Integration of sustainability-related performance in incentive schemes

Sustainability-related performance is not integrated in the incentive schemes of the JENSEN-GROUP management or Board of Directors.

E1-7 - Greenhouse gas removals and greenhouse gas mitigation projects financed through carbon credit

We currently do not have any greenhouse gas removals and greenhouse gas mitigation projects financed through carbon credit.

E1-8 - Internal carbon pricing

We currently do not have an internal carbon pricing system in place.

E1-9 - Anticipated financial effects from material physical and transition risks and potential climate-related opportunities

We did not identify any financial effects caused by material risks and refer to the section above "Why climate change matters to our business".