Atria

The role of the administrative, management and supervisory bodies

Reference: page 30; pages 31-32.

Atria Plc has a two-tier structure: a 20-member Supervisory Board and an eight-member Board of Directors, both elected by shareholders. The Supervisory Board "oversees the company's management" and advises the Annual General Meeting on the financial statements and auditor's report. Members are almost entirely working farmers and producers who supply Atria; three of the 20 (15%) are women, and 45% are independent of the company's significant shareholders. The Board of Directors "is the highest authority responsible for the Group's strategy, which also includes sustainability aspects," and approves the Group's strategy and Code of Conduct. At year-end 2025 the Board had eight members (down from nine after one resignation), 25% women, with 37.5% independent of the company and 62.5% independent of significant shareholders. The Board's sole committee is the Nomination and Remuneration Committee (three members, chaired by Seppo Paavola).

Information provided to and sustainability matters addressed by the undertaking's administrative, management and supervisory bodies

Reference: page 31.

The Board of Directors approves Atria's strategic sustainability goals; implementation is the CEO's responsibility, guided by the Group's sustainability programme and embedded in business strategy, long-term investment plans and risk assessments. Per the Board's rules of procedure, "the Group's EVP, Sustainability presents the Board with regular reviews of material sustainability impacts, risks and opportunities, as well as the progress of the sustainability programme at least twice a year." This is how the Board "maintains up-to-date expertise in sustainability matters." The Board also monitors and evaluates the Group's financial and sustainability reporting systems and the assurance of both, and may engage external experts to support its decision-making on sustainability issues alongside its ordinary strategic and risk-management oversight.

Integration of sustainability-related performance in incentive schemes

Reference: page 31.

The Sustainability Statement addresses this disclosure requirement by incorporation by reference: "The inclusion of sustainability-related performance in the company's incentive schemes is described in Note 31 to the consolidated financial statements." The Nomination and Remuneration Committee's stated purpose includes ensuring that "the performance bonus systems are linked to the company's strategy and the results achieved," and that bonus schemes are transparent and systematic; the Committee is chaired by Seppo Paavola with Pasi Korhonen and Leena Laitinen as the other members. The detailed mechanics of how specific sustainability metrics feed into management incentive remuneration are set out in the cross-referenced financial-statement note rather than in the Sustainability Statement narrative itself.

Statement on due diligence

Reference: page 32.

Atria presents a summary table mapping the due diligence process to disclosure locations. (a) Integration of due diligence into governance, strategy and business model is covered on pages 95-97 (G1 Business conduct). (b) Interaction with affected stakeholders at all key stages sits on pages 49-50, 86 and 97. (c) Identification and evaluation of adverse effects and (d) taking action to combat them are both covered on pages 49-50, 86 and 96-97. (e) Monitoring and communicating the performance of these activities is covered on pages 31-32 and 97. Supporting narrative on page 50 states that key due diligence input data comes from "reputation surveys and industry reports, media monitoring and the whistleblowing channel," and that geographical location, activity, industry and business structure are the starting point for identifying due diligence scope across own operations and the value chain.

Risk management and internal controls over sustainability reporting

Reference: page 32.

Responsibility for sustainability reporting sits with Atria's financial administration, carried out together with the sustainability organisation and other company experts, "mainly carried out by experts who specialise in it and in industry standards." Reporting follows the same common principles and processes defined for financial reporting, risk management and internal control. The Sustainability Reporting Steering Group is responsible for identifying and managing reporting-process risks, and its controls "ensure the completeness of information, the accuracy of the calculation and the timeliness of the reporting," with approval and audit chains in place for reliability. Identified risks include the accuracy of reported information, timeliness, and the availability of information from the value chain; defined roles and responsibilities sit with Atria's business areas and the Group's expert functions.

Strategy, business model and value chain

Reference: pages 33-34.

Atria is one of the leading Nordic food companies, founded in 1903, operating through three reporting segments: Atria Finland (2,463 employees), Atria Sweden (880) and Atria Denmark & Estonia (442). About 72% of net sales come from Finland, 21% from Sweden and 7% from Denmark & Estonia; Atria exported to 25 countries in 2025. In September 2025 Atria announced its new 2026-2030 strategy, "TOGETHER 2030," built around competitiveness of the core business, allocating investment to fast-growing categories, cross-border cooperation and renewal. The value chain diagram spans producers and partners (purchases and other expenses of EUR 1,473.5 million), primary production, Atria's industrial and commercial operations, customers (net sales EUR 1,818.2 million) and consumers, mapped against the material topics E1, E4, E5, G1, S1 and S4. Total energy consumption was around 468 GWh, of which about 30% renewable.

Interests and views of stakeholders

Reference: pages 36-38.

Atria maps engagement channels, expectations and strategic impact for nine stakeholder groups: customers, consumers, employees, producers, shareholders and investors, financiers, authorities, supply chain partners, and opinion leaders/media, plus local communities and trade associations. Engagement methods include business negotiations and audits (customers), consumer research (consumers), personnel surveys and collaboration with employee representatives (employees), producer service and farm visits (producers), and Capital Markets Day and investor meetings (shareholders). Recurring cross-cutting themes are climate change mitigation, resource use and circular economy, food safety and animal welfare. As a result of the 2025 stakeholder engagement round, the report states plainly that "no needs were identified to launch new measures in addition to the existing measures listed in the table," indicating continuity rather than a change in strategic response from the prior year.

Material impacts, risks and opportunities and their interaction with strategy and business model

Reference: pages 39-46.

Atria's material-IRO tables, organised per topic, set out environmental/social impacts alongside the corresponding risks and opportunities and Atria's strategic management response. For E1 Climate change: adaptation and mitigation carry both positive impacts (support for sustainable primary production, SBTi-aligned emissions reduction) and negative impacts/transition risks (higher input costs, exposure if industry cannot adapt). E4 Biodiversity centres on feed solutions reducing reliance on imported soy. E5 Resource use covers inflows, packaging, outflows and waste, mostly positive impacts from circular-economy practices, with food waste flagged as a negative impact. S1 Own workforce covers working conditions, health and safety, and equal treatment. S4 Consumers and end-users centres on food safety as the highest-rated risk. G1 Business conduct (including animal welfare) covers corporate culture, corruption/bribery, and biosecurity, where a disease outbreak is identified as a distinct financial risk.

Description of the processes to identify and assess material impacts, risks and opportunities

Reference: pages 47-51.

Atria first carried out a double materiality assessment (DMA) in 2024 under the CSRD; the model was "clarified and updated to align with the latest guidelines" in spring 2025 through a four-step annual process: planning by the Sustainability Reporting Steering Group, a preliminary expert assessment, consolidation with scoring matrices, and final review by the Group Management Team and approval by the Board of Directors (September 2025). Impact materiality scores scale, scope and irremediability, weighted for stakeholder relevance; financial materiality uses the Group's standardised risk-management monetary scales. Frameworks used include TCFD, TNFD, ENCORE and the WWF Water and Biodiversity Risk Filters. Climate resilience was assessed via TCFD physical and transition risk categories using Commission Delegated Regulation (EU) 2021/2139 and IPCC/WMO scenario inputs; the assessment covers short- (12 months), medium- (1-5 years) and long-term (over 5 years) horizons, focused on own operations and first-tier suppliers.

Disclosure requirements in ESRS covered by the undertaking's sustainability statement

Reference: pages 52-55.

Atria's ESRS content index sets out disclosure requirements for ESRS 2 and the five material topical standards (E1, E4, E5, S1, S4) plus G1, each with a page reference or, where not disclosed, an "Additional information" note explaining why (for example, "carbon credits are not enabled" for E1-7, or "not reported with a transition period" for datapoints deferred under phase-in relief). The index states explicitly that "all disclosure requirements of the thematic standards E2, E3, S2 and S3 are omitted from the tables as they are below the materiality threshold for reporting," meaning those four topical standards are excluded from the sustainability statement in their entirety rather than partially disclosed. This index is the basis used to classify each disclosure requirement's status in this record.

Transition plan for climate change mitigation

Reference: page 61; pages 62-66, 68-69.

Atria is committed to reducing greenhouse gas emissions "in line with the Paris Agreement's 1.5degC targets," with an SBTi-approved medium-term target set and approved in 2022 (2020 base year), extending to 2030. Scope 1 and Scope 2 emissions are concentrated in Atria Finland; the largest Scope 3 source is meat raw material production. Business strategy and the transition plan were assessed against three TCFD climate scenarios; results show Atria "is prepared for both a major transition and possible adaptation challenges" while meeting the 1.5degC pathway. Some emissions from cattle metabolism and organic soils are considered "structurally locked-in," requiring long-term value-chain development; no significant physical-asset lock-in has been identified. The Board of Directors approved the transition plan during 2025 and monitors implementation annually; Atria has no economic activities excluded from the EU's Paris-aligned benchmarks.

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 (pages 49-50) and the E1 climate section (page 61). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Reference: page 49.

Physical risks were assessed "in accordance with the Commission Delegated Regulation (EU) 2021/2139," which categorises temperature, wind, water and soil threats into chronic and acute risks; transition risks were classified per the TCFD taxonomy across regulatory, technology, market and reputational categories. Assessment assumptions "were based on scenarios from the IPCC Sixth Assessment Report and reports from the World Meteorological Organization (WMO)." The report does not name a specific numbered scenario (such as SSP5-8.5 or a 1.5degC-aligned IEA pathway) or state a global average temperature projection; this is a gap against ESRS 2 IRO-1's more detailed disclosure options. Atria states there are "no critical climate-related assumptions in the financial statements" and that a more detailed investigation will accompany the annual EU Taxonomy criteria assessment.

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3/IRO-1 (pages 39-40, 49) and the E1 transition plan (page 61). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

Reference: page 49.

"The climate resilience of Atria's business has been assessed in the short, medium and long term by examining climate-related transition and physical risks and opportunities in accordance with the Task Force on Climate-related Financial Disclosures (TCFD) recommendations." The E1-1 transition-plan narrative states the resulting assessment shows Atria "is prepared for both a major transition and possible adaptation challenges," able to meet the 1.5degC pathway "while managing the identified risks and seizing new opportunities, strengthening the company's long-term value-creating capacity." Atria states it has "not identified any assets or business operations that would be incompatible with the transition to a climate-neutral economy," though a more detailed investigation is planned alongside the annual EU Taxonomy assessment. No standalone quantified resilience metric or stress-tested financial outcome is disclosed.

Policies related to climate change mitigation and adaptation

Reference: pages 61-62.

Atria's environmental policy "defines a number of measures for combating climate change and adapting to it." On mitigation, Atria commits to reducing greenhouse gas emissions in line with the Paris Agreement's 1.5degC targets, with SBTi-approved targets covering both own operations (Scope 1 and 2) and the value chain (Scope 3); own-operations reduction focuses on energy efficiency and emission-free energy, while value-chain reduction targets the primary production chain (production efficiency, cultivation methods, animal feed solutions). On adaptation, the policy promotes multidisciplinary networking with operators, experts and scientists. Emissions accounting follows the GHG Protocol framework. The policy applies to all Atria subsidiaries, is published in full on the company website, and its stakeholder scope covers employees, value chain partners, authorities and consumers/customers; governance of Group policies is described under G1 Business conduct.

Actions and resources in relation to climate change policies

Reference: pages 62-66.

Own-operations actions in 2025 include a EUR 82.4 million investment in modernising the Nurmo convenience-food plant with emission-free energy solutions (estimated to cut energy use by 50,000 MWh and CO2 by 20,500 tonnes annually, supported by EUR 24.7 million from Business Finland), an electric-boiler investment at Nurmo (about EUR 7 million, estimated 12,000 tCO2e reduction), certified energy-management systems and LED lighting upgrades, and an A-Rehu solar-electricity purchase agreement from 2026 (about 1,150 tCO2e reduction). Value-chain actions target Atria Finland's contract-based primary production, the Group's largest emissions source: carbon-footprint calculators (Carbo(R) and EnvitecVision) now cover chicken, pork and cattle farms, with chicken footprint down 8.2% and traceable pork farms down 8.3% versus 2020; soy share in chicken feed fell to 11.5% and in pig feed to 1.6% in 2025.

Targets related to climate change mitigation and adaptation

Reference: page 62; page 68 for progress tracking.

Atria's SBTi-approved targets commit to reducing Scope 1 and 2 greenhouse gas emissions by 42% by 2030 from 2020 levels (an absolute reduction of 35,000 tCO2e from the 83,500 tCO2e base year), on a market-based Scope 2 calculation. The Scope 3 (value chain) target is a 20% reduction per tonne of processed meat by 2030, equivalent to about 280,000 tCO2e in absolute terms. Progress is "regularly monitored and reported to the company's senior management and Board of Directors." The tracking table shows an annual target trajectory of -4.2% versus base year, with a 2027 milestone of 66,030 tCO2e and a 2030 milestone of 48,478 tCO2e for total Scope 1 and 2 market-based emissions; actual 2025 Scope 1 and 2 market-based emissions were already down to 59,779 tCO2e, a 28.5% reduction versus the 2020 base year.

Energy consumption and energy mix

Reference: page 67.

Group total energy consumption was 468,030 MWh in 2025 (down from 482,130 MWh in 2024): 155,349 MWh fossil (33%, down from 35%), 174,746 MWh nuclear (37%, down from 38%), and 137,935 MWh renewable (30%, up from 27%). By source, fuels comprised oil (17,899 MWh), fossil gases (16,489 MWh) and biofuels (50,294 MWh); purchased energy comprised fossil sources (120,961 MWh), nuclear power (174,746 MWh) and renewables including biomass (87,641 MWh). Energy intensity improved on both bases: 258 MWh per EUR million of net sales (down from 275) and 0.66 MWh per tonne of production (down from 0.72). By business area, Atria Finland accounted for 337,342 MWh of the Group total, Sweden 94,461 MWh, Denmark 12,867 MWh and Estonia 23,360 MWh.

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: pages 68-69.

Scope 1 emissions were 9,892 tCO2e in 2025 (2024: 9,630; -3.8% restated change context), none covered by regulated emissions trading systems. Scope 2 was 48,585 tCO2e location-based and 49,888 tCO2e market-based (down 31.9% from the 2020 base year's 73,299 tCO2e). Combined Scope 1 and 2 market-based emissions were 59,779 tCO2e, a 28.5% reduction from the 2020 base year. Scope 3 gross emissions were 2,027,500 tCO2e, dominated by purchased goods and services (meat raw material 1,763,990 tCO2e). Total market-based GHG emissions were 2,087,280 tCO2e (2024: 2,106,433), giving 7.2 tCO2e per tonne of processed meat (2024: 7.7), against a 2030 target of 6.0 (-2% annual trajectory). GHG intensity per EUR million of net sales was 1,151 tCO2e market-based (2024: 1,200). Biogenic CO2 emissions were 35,706 tonnes.

Transition plan and consideration of biodiversity and ecosystems in the strategy and business model

Reference: page 77.

Atria's 2024 first-year DMA found that "Atria's sites are not located in biologically sensitive areas, and there are no habitats of conservation significance in their vicinity," so current production does not pose a direct threat to important natural sites. The company "has not prepared a separate resilience analysis or a transition plan for managing impacts on nature, as these have been included as part of a broader sustainable programme," using the TNFD framework and the ENCORE tool to assess operations and upstream value-chain risks and dependencies; results show "the usual nature risks do not threaten Atria's business" and no significant or likely transition or systemic risks have been identified. Strategically, Atria focuses on indirect impacts through the value chain, particularly climate change and land use, addressed via its own feed business and EU Deforestation Regulation (EUDR) compliance.

Policies related to biodiversity and ecosystems

Reference: page 77.

Atria's public environmental policy "defines the main biodiversity objectives, such as preventing biodiversity loss and promoting the sustainable use of natural resources," approved by the CEO and guiding all business areas; each production unit must comply with environmental permit conditions and best available techniques (BAT). Sourcing guidelines require Supplier Code of Conduct compliance covering environmental legislation and responsible practices; for soy and palm oil specifically, "sustainability certifications are required, and with the deforestation regulation, traceability is also required, so that the cultivation does not destroy rainforests," with deforestation risk monitored under the EUDR risk-based approach. The policy does not address the social dimension of biodiversity-related impacts. Implementation is monitored through internal and external auditing, with environmental management steering groups reviewing and updating the policy against new legal or stakeholder requirements.

Actions and resources related to biodiversity and ecosystems

Reference: page 78.

In own industrial operations, actions centre on strict compliance with environmental permits, including optimisation of water use, wastewater pretreatment and emissions management, with factory water consumption and discharges "constantly monitored" against limits that protect local water systems. In the value chain, Atria's own feed business (A-Rehu, unique to Atria Finland) enables direct control over feed raw materials; in 2025 Atria reduced the share of soy in pig feed by 36% versus the 2020 base year (chicken feed rose 4% due to low grain protein content and poor domestic pea availability; soy is not used in cattle feed). Additional contract-production measures include sustainable grazing to preserve habitats, training in diversified crop rotation and soil-nutrient balance, and minimising chemical use in plant protection.

Targets related to biodiversity and ecosystems

Reference: page 79.

Biodiversity objectives are recorded within Atria's general environmental objectives rather than as separate published numerical indicators; the relationship of these objectives to ecological thresholds "has not been determined." Atria's climate targets (42% own-operations GHG reduction by 2030, 20% value-chain intensity reduction per tonne of meat) are described as also supporting biodiversity given climate change is "one of the biggest drivers of biodiversity loss." Specific qualitative targets include reducing soy use in Atria Finland's contract production to 30% of the 2020 level in chicken feed and 50% in pig feed by 2030, no deforestation in the supply chain per the EUDR definition, and securing ecosystem services (pollination, clean water, soil fertility) in cooperation with contract producers, including the Antibiotic-Free programme aimed at healthier animals and lower environmental medication load.

Impact metrics related to biodiversity and ecosystems change

Reference: page 79.

Atria reports three biodiversity indicator categories. Location of production facilities relative to sensitive natural environments: "of Atria's industrial sites, only one is located in the vicinity of a biodiversity-sensitive or protected area," indicating Atria is "not under direct pressure of degradation of ecosystems because of its locations." Observed environmental harms or deviations: "during the review period, no significant environmental damage was reported in Atria's own operations," though one production unit reported repeated deviations from particulate emission limit values, with corrective measures agreed with the supervisory authority for implementation in 2026; across the other 29 production units, operations "remain within the limits of the resilience of ecosystems locally." Indicators derived from environmental permits include water consumption (m3), wastewater chemical load (BOD, TN, TP), energy consumption (MWh) and waste (tonnes).

Policies related to resource use and circular economy

Reference: page 80.

Atria's environmental policy, approved by the Group CEO and applying to all subsidiaries, commits to "the efficient utilisation of the inflow resources, such as raw materials, water and energy, as well as to the continuous improvement of its operations." The policy sets out four circular-economy principles guiding materials inflows, outflows and packaging development: adherence to the waste hierarchy (prevention, reuse preparation, recycling, other recovery, disposal); prioritising measures that reduce or minimise waste generation; eco-design of products, packaging and side streams to minimise life-cycle environmental impacts; and considering food safety, legislative compliance, recyclability, waste prevention and circular-economy principles in packaging development. Governance of related corporate policies is described under G1 Business conduct.

Actions and resources related to resource use and circular economy

Reference: page 81.

Circular-economy measures are described as part of continuous operational improvement that "do not require significant operating expenses or capital expenditures." Group-wide, management procedures for wastage have been established following common principles, with process wastage types identified and monitored through department-level metrics enabling day-to-day corrective action. The new, highly automated Atria Finland poultry factory (introduced 2024) improved raw-material use efficiency and reduced waste, with process optimisation continuing through 2025. Atria has been committed since 2019 to the Finnish food industry's material efficiency commitment (through 2026), reporting measures and progress to Motiva under the Finnish Ministry of Economic Affairs and Employment, and runs consumer communications on reducing food waste across several channels during the reporting year.

Targets related to resource use and circular economy

Reference: page 80.

Atria states plainly that it "has not set quantitative group-level targets for the circular economy"; objectives are instead qualitative, framed around efficient utilisation of inflow resources, side-stream use and nutrient recycling, closely linked to financial objectives (for example, optimal raw-material use in meat cutting and processing is described as "a significant economic factor"). For packaging specifically, the objective is to prevent waste and food waste in line with the waste hierarchy, with the EU Packaging and Packaging Waste Regulation (PPWR), adopted December 2024, guiding Atria's future target-setting on recycled packaging material use. Product and packaging development following these principles is intended to minimise environmental impacts across the product life cycle.

Resource inflows

Reference: pages 81-82.

Material inflows are raw materials, packaging materials, water and capital goods (machinery, equipment, buildings), with sustainable sourcing following Atria's procurement policy covering environmental aspects, food safety, human rights and business continuity. "76 per cent of beef, pork and poultry comes from Atria's contract production farms," with other purchased meat and animal raw materials also of European origin. 2025 food-production material inflows (tonnes): beef 50,736, poultry 97,920, pork 95,220, other raw materials 42,707, packaging materials 13,165 (all down slightly or up modestly versus 2024 except poultry and pork, which rose). Feed-production inflows were food industry side streams 224,999 tonnes and other raw materials 324,867 tonnes. Capital goods' life-cycle environmental aspects are assessed per local legislation and Atria's investment policy.

Resource outflows

Reference: pages 81-82.

Essential material outflows are food products, food-production by-products and feed. Material that cannot be processed into food products is used in pet food, fur-animal feed, or as protein/mineral products in natural cycles; remaining outflows are classified as waste (non-hazardous recyclable/energy-recovery, plus a small hazardous fraction), accounting for 4% of all outflowing material in 2025. 2025 material outflows (tonnes): food products 265,309, agency products and subcontracting 11,870, food production by-products 86,417, packaging materials 13,165, feed 361,851, other feed-related outflows 284,337. Atria does not apply Group-level monitoring of the proportion of recycled packaging material, since the related legal definitions are not yet laid down in EU packaging-waste regulation.

Waste

Reference: page 82.

Total waste amount fell to 38,043 tonnes in 2025 from 40,104 tonnes in 2024. Non-hazardous waste: preparation for reuse 0.2 tonnes, recycling 24,583 tonnes (down from 25,135), other utilisation measures 13,240 tonnes (down from 14,650). Hazardous waste: recycling 6 tonnes (up from 4), other utilisation measures 22 tonnes (down from 27), no preparation for reuse. Waste sent for final disposal: non-hazardous combustion 2 tonnes, landfill disposal 160 tonnes, other disposal 17 tonnes; hazardous combustion 0.5 tonnes, landfill 0 tonnes, other disposal 13 tonnes. Total non-recycled waste was 13,455 tonnes (35.4% of total waste), down from 14,964 tonnes (37.3%) in 2024. The material utilisation rate shows waste at 4% of all outflowing material and unused waste streams at 0.5% of total waste volume, both broadly stable or improved versus 2024.

Policies related to own workforce

Reference: page 84.

Beyond applicable legislation, treatment of Atria's own workforce is guided by Board-approved policies: the Atria Code of Conduct (covering all personnel, available on the intranet and publicly) and the Human Resources policy and management system, which addresses "a fair employment relationship, personnel well-being and safety at work, competence development, equality, non-discrimination and freedom of association, as well as the prevention of child labour and forced labour." All employment relationships are subject to national laws, regulations and local collective agreements per country of operation. Personnel planning processes identify, prevent and intervene in activities that violate these operating principles through regular, targeted training with feedback collection; in Finland and Sweden, personnel planning is subject to ISO 9001 certification and internal audits.

Processes for engaging with own workforce and workers' representatives about impacts

Reference: page 86.

Atria's Way of Work and Atria's Way of Leading underpin the Succeeding Together personnel programme, developing management skills and strengthening cooperation, performance and employee commitment. Collective labour agreements and personnel-representative dialogue support the personnel's ability to influence their own working environment; the company "maintains an active and regular dialogue between the social partners," informing employees on company-relevant matters and consulting them on matters that concern them. Employees are consulted through cooperation procedures on well-being, working conditions and reorganisation. Group-level cooperation runs through the European Works Council (EWC), meeting twice yearly at the CEO's invitation with representatives from all EU-scope business areas, discussing strategy, financial situation, major projects and personnel matters including the employee survey and occupational safety.

Processes to remediate negative impacts and channels for own workforce to raise concerns

Reference: page 86.

Atria's whistleblowing channel "offers the opportunity to report suspicions of irregularities related to Atria's operations confidentially without the threat of retaliation later"; further detail on the channel, raising grievances and processing notifications is described under G1 Business conduct. Occupational safety risk assessment and management is supported by a risk-management system: incidents, safety observations and near misses are investigated to drive corrective measures across all areas of operation. "All accidents and incidents are thoroughly investigated to prevent similar situations and identify possible deficiencies in safety management," with continuous improvement including monitoring of action plans and evaluation of the effectiveness of implemented measures. Employees can additionally report breaches to their manager, their manager's supervisor, or Human Resources/Group Legal.

Taking action on material impacts on own workforce

Reference: page 87.

2025 measures included ISO 45001 certification of Atria Finland's occupational health and safety management system, and heightened attention to occupational safety following an increased accident frequency in 2024, reflected in personnel training, occupational safety campaigns, and management commitments to safety; occupational safety was also made a category in the internal Atria Awards. Following the new strategy and personnel-survey results, personnel plans were drawn up "to strengthen a unified corporate culture, develop staff skills and improve leadership," applying across all business areas. Effectiveness is monitored through the accident frequency rate (down from 14 in the 2024 base to 10 in 2025, against a target of 8 by 2030) and through the employee engagement and competence development indices, "both of which developed positively during the reporting period."

Targets related to own workforce

Reference: page 87.

Atria's own-workforce targets, discussed in Group management and personnel-group meetings, are twofold. Safety: the previously set target of an accident frequency rate of 8 by 2025 was not met (actual average 14 over the 2021-2025 strategy period); following the strategy update, target levels were reviewed against industry benchmarks, and the new target is to gradually reduce accident frequency to reliably below 10, reaching 8 by 2030 (2025 actual: 10). Culture: strengthening a unified organisational culture that enables growth and development, monitored annually via an employee survey using the employee engagement index and the competence development index; "both strengthened further in 2025, and the goal is to continue this development."

Characteristics of the undertaking's employees

Reference: pages 87-88.

Total headcount was 4,791 employees in 2025 (2024: 4,784): 2,846 men and 1,945 women. By country: Finland 3,200 (2024: 3,229), Sweden 1,087 (1,056), Denmark 143 (154), Estonia 361 (345). On an HC100 (full-time equivalent, last-day-of-year) basis, 2025 totals were 4,453 employees, of which 3,841 permanent and 612 temporary, 4,251 full-time and 202 part-time, split 1,788 women and 2,665 men; by country, 2,975 in Finland, 974 in Sweden, 143 in Denmark and 361 in Estonia. Employee turnover was 337 resignations, a 7.1% turnover rate (2024: 282 resignations, 5.9%). No employees are recorded in the "non-guaranteed hours" or "other/not reported" gender categories.

Collective bargaining coverage and social dialogue

Reference: page 89.

Atria reports coverage by country using the ESRS coverage bands. Employment-contract negotiation coverage: Estonia sits in the 0-19% band; Denmark in 60-79%; Finland and Sweden in 80-100%. Workplace representation for social dialogue follows the same pattern: Estonia 0-19%, Denmark 60-79%, Finland and Sweden 80-100%. The report notes "the situation has not changed from the previous year," indicating stable collective bargaining and social dialogue coverage across Atria's four countries of operation between FY2024 and FY2025, with the lowest coverage consistently in Estonia and near-universal coverage in the two largest business areas, Finland and Sweden.

Diversity metrics

Reference: page 89.

Senior management gender split in 2025: 13 women and 32 men (45 total), 29% women and 71% men (2024: 14 women, 28 men, 42 total, 33%/67%), showing a small decline in the female share of senior management year over year despite a larger absolute headcount. Employee age distribution in 2025 (HC): under 30 years 987, 30-50 years 2,162, over 50 years 1,613 (2024: 996, 2,205 and 1,554 respectively), indicating a modest shift toward the older age band. These are the only two diversity dimensions (gender in senior management, and age distribution) reported under this disclosure requirement.

Adequate wages

Reference: page 89.

Atria states: "All Atria's employees are paid adequate wages in accordance with the applicable benchmarks. Of Atria's business areas, only Estonia has a statutory minimum wage." The definition of adequate wage used is "based on collective agreements and labour market practices, among other things," reflecting that Atria's largest business areas (Finland, Sweden, Denmark) rely on collective-agreement wage floors rather than statutory minimum wage legislation. This is a narrative confirmation rather than a quantified wage-adequacy benchmark or gap analysis; no numeric wage-adequacy metric is reported alongside the statement.

Social protection

Reference: page 89.

Atria states: "All Atria's employees are covered by social protection in case of loss of income due to major life events. Such life events may include illness, unemployment, disability or incapacity at work, parental leave, or retirement." This is a single narrative confirmation of universal social-protection coverage across the workforce, without a country-by-country breakdown of which statutory or collectively-agreed schemes apply, or any quantification of benefit levels or coverage gaps between Atria's four countries of operation (Finland, Sweden, Denmark, Estonia).

Training and skills development metrics

Reference: page 89.

In 2025, 57% of women and 48% of men participated in development discussions (51.2% overall), down slightly from 2024 (45.8% overall reported without a gender split that year). Average training hours were 5.0 for women and 3.8 for men (4.3 overall) in 2025, down from 6.3 and 3.6 (4.7 overall) in 2024. Personal development assessments and discussions "are important in identifying employees' individual development targets and are the basis for an annually updated personnel training and development plan," coordinated by Group HR with business-area-level application; the main development methods are on-the-job learning and training, staff mobility across business areas, best-practice sharing, and structured competence-development programmes plus off-site training.

Health and safety metrics

Reference: page 90.

100% of Atria's own workforce is covered by the occupational health and safety management system (unchanged from 2024). There were zero deaths due to work-related injuries or health problems in both 2025 and 2024. The number of accidents fell to 76 in 2025 from 102 in 2024, and lost days due to work-related injuries, fatalities and health problems fell to 1,455 from 2,583. The accident frequency rate (LTA) improved to 10 in 2025 from 14 in 2024 (2020 base year: 18), against a 2030 target of 8. Atria's occupational health and safety management system "is not certified by an external party" at Group level, although Atria Finland holds ISO 45001 certification specifically.

Work-life balance metrics

Reference: page 90.

All Atria employees "are entitled to family leave under social policy and/or collective agreements," with 100% of employees entitled to parental leave in both 2025 and 2024. The share of employees actually taking family leave in 2025 was 14.6% for women, 10.0% for men and 11.9% overall, slightly up from 14.7%/9.6%/11.7% in 2024. Atria supports work-life balance through working-time flexibility, a time-and-attendance system enabling working-time equalisation for managers and employees, and annual development discussions that address work-life balance, complemented by HR guidance on various work-flexibility models.

Compensation metrics (pay gap and total compensation)

Reference: page 90.

The gender pay gap, calculated from the average salary of men, was 11.8% in 2025, up slightly from 11.2% in 2024. The annual total earnings ratio was 12.7 in 2025, down from 13.1 in 2024. Both metrics are reported at Group level without a country or business-area breakdown. More detail on remuneration for Atria's management and key personnel is incorporated by reference to Note 31 of the consolidated financial statements, consistent with the cross-reference used elsewhere for incentive-scheme disclosures (GOV-3).

Incidents, complaints and severe human rights impacts

Reference: page 90.

In 2025 there was 1 discrimination case (2024: 1) and 10 complaints submitted through the whistleblowing channel (2024: 1), a marked increase in whistleblowing activity year over year. There were zero fines, penalties or damages related to these cases in either year, and zero serious human rights violations and zero related fines/penalties/damages in both years. A footnote clarifies that "during the reporting period, one incident of harassment was reported to the whistleblowing channel. The case has led to labour law actions, and no fines have been imposed on Atria," indicating the rise in whistleblowing complaints did not translate into confirmed serious human-rights violations or financial penalties.

Policies related to consumers and end-users

Reference: page 92.

Atria's consumer and end-user activities are guided by the Board-approved Atria Code of Conduct, the Atria Supplier Code of Conduct, and the CEO-approved food safety, quality, nutrition and product sustainability policy. The Code of Conduct "is aligned with internationally recognised consumer and end-user standards, including the United Nations Guiding Principles on Business and Human Rights," and Atria states it "has no known cases of non-compliance with the standards." Policy aims are to ensure sustainable and healthy business, guide active stakeholder dialogue, prevent environmental adverse impacts, and promote social responsibility and human rights, referencing the UN Declaration of Human Rights' principle that people should have access to sufficient safe and nutritious food. Governance of the Code of Conduct is described under G1 Business conduct.

Processes for engaging with consumers and end-users about impacts

Reference: page 92.

Atria uses "extensive and continuous market research data to identify different customer and consumer needs and to understand how they change," including consumer surveys targeted directly at consumers, feeding into product development for both existing products and new concepts/categories. Communications to consumers (advertising, packaging design, social media) follow "the principles of good marketing practice," in compliance with International Chamber of Commerce (ICC) marketing rules, aiming to support informed consumer choices. Packaging discloses nutritional content and ingredients; nutrition and health claims are always "based on validated scientific studies and officially approved wording" under Regulation (EC) No. 1924/2006, with labelling accuracy monitored as part of authority-led food safety supervision.

Processes to remediate negative impacts and channels for consumers and end-users to raise concerns

Reference: page 93.

Consumer and end-user contacts are handled through the Consumer Service, which "receives feedback through various channels, investigates potential problems and offers a solution," respecting the consumer's privacy and communication preferences; feedback is used to inform product and production-process development. For potential food safety risks, Atria follows "a standardised recall process as defined in the EU (178/2002) Food Regulation," including public communication and withdrawal of defective products, backed by product liability insurance to mitigate negative consumer impacts. A defined process manages food safety and quality deviations, with corrective-measure effectiveness assessed through consumer satisfaction measurement and supervisory-authority reports.

Taking action on material impacts on consumers and end-users

Reference: page 93.

Food safety is identified as the highest-rated material impact/risk under S4: "the endangerment of food safety is a potential material sustainability impact on consumers and end-users, in connection with which a material financial risk has also been identified" (page 92). Atria's food safety management system, GFSI-certified at its production facilities, "accounts for the safety and health effects of products throughout their lifecycle including the sourcing of raw materials, the manufacturing process, and distribution chains all the way to consumer use," with every Atria product going through this review. Self-monitoring is based on the HACCP risk-management system plus Good Hygiene/Manufacturing Practices, with shelf-life and safety analysed in accredited laboratories and via accredited partner laboratories.

Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reference: page 94.

Atria's Safe Atria Quality Steering Group, composed of business-area representatives, sets food safety objectives and reports results to Group management. The strategy-period (to 2030) targets are: maintain GFSI-approved food safety certification across all production facilities; achieve zero product recalls per year; and maintain a wide range of products meeting the Heart Symbol/Keyhole Symbol nutritional criteria. Against these targets, 93% of production volume in 2025 was manufactured in certified facilities (unchanged from 2024, versus zero recalls target), total product recalls fell to 2 in 2025 from 5 in 2024, and the number of Heart/Keyhole Symbol products rose to 374 from 350, showing progress on two of the three targets and a shortfall against the zero-recalls goal.

Business conduct policies and corporate culture

Reference: pages 95-96.

Atria's corporate culture is "maintained, developed and promoted by implementing Atria's Code of Conduct, related Group policies, Supplier Code of Conduct and the strategic sustainability goals." The Code of Conduct commits Atria to the UN Global Compact's Ten Principles, the UN Universal Declaration of Human Rights and Convention on the Rights of the Child, the ILO Declaration on Fundamental Principles and Rights at Work, OECD Guidelines for Multinational Enterprises, ICC business/anti-corruption charters, BSCI Responsible Purchasing Practices, and SBTi-approved climate targets. The Board of Directors and Management Team "annually review nearly twenty administrative and operational policies," updated in 2025 for legislative and operational developments; a 2025-updated Code of Conduct and Supplier Code of Conduct are being rolled out, with mandatory refreshed personnel training due by 31 December 2025. A Compliance Board was established in 2025, meeting nine times and reporting to the Board of Directors.

Supplier relations

Reference: page 97.

Atria requires business partners (suppliers, farmers, subcontractors, service providers) "to comply with all applicable laws, regulations and international commitments," confirmed through Supplier Code of Conduct inclusion in agreements. Supplier relationship management follows "a systematic and risk-based approach" per Atria's procurement policies and OECD Guidelines for Multinational Enterprises, using country risk mappings, industry reports, supplier surveys, audits and internal performance assessments both before contracting and during the relationship. Atria "prioritises risk management activities for business partners according to... risk mapping results and the business criticality of the supplier relationship"; where non-compliance is detected, Atria requires corrective action commitments, and may terminate the relationship if partners act deliberately incorrectly or neglect agreed action plans.

Prevention and detection of corruption and bribery

Reference: page 97.

The Code of Conduct and Supplier Code of Conduct "include a prohibition of corruption and bribery, as well as principles related to gifts and hospitality," with employees given detailed instructions via a separate anti-corruption policy covering business gifts, hospitality, travel and dealings with public officials. Risk is managed "through training, supervision and solutions concerning control, processes and approval procedures," with management, purchasing and sales functions identified as most exposed. Employees and management "are required to complete online training on the prevention of corruption and bribery regularly," though the report notes that for the reporting year "there was no formal process for monitoring the completion of trainings, especially for risk groups." A background-check procedure screens production-chain partners for corruption, money laundering and human rights risks before contracting, with risks remapped throughout the partnership.

Targets related to business conduct

Back-filled from the sustainability targets summary (page 35) and the G1 corruption/bribery incidents disclosure (page 97), addressed as part of the MDR-T/GDR-T disclosures rather than a numbered disclosure requirement. G1-3 became a standalone DR only in the 2025/2026 ESRS.

Reference: page 35.

Atria's sustainability targets table sets a measurable G1 Business Conduct target: "Zero corruption or bribery incidents per year," guided by "Atria's Code of Conduct and administrative policies." Against this target, the 2025 outcome reported under G1-4 is that "no incidents of bribery or corruption came to Atria's attention" that resulted in dismissal or disciplinary sanctions, contract termination or non-renewal, or fines or public legal action, matching the zero-incidents target for the year. Effectiveness in the absence of a broader business-conduct target set is also tracked via the Compliance Board's quarterly reporting to the Board of Directors and the annual legal, compliance and tax review.

Incidents of corruption or bribery

Reference: page 97.

"In 2025, no incidents of bribery or corruption came to Atria's attention" that would have resulted in the dismissal of Atria's own employees or disciplinary sanctions against them, in terminating or not renewing contracts with business partners, or in fines or public legal action against Atria or its employees. Atria notes that these indicators "have not been validated by an external body other than the verification service provider," meaning the zero-incidents figure rests on Atria's internal detection and reporting mechanisms (the whistleblowing channel and Compliance Board review, described under G1-1/G1-3) rather than independent third-party verification beyond the sustainability assurance provider.