Getinge AB (publ)

The role of the administrative, management and supervisory bodies

Reference: pages 79-81.

The Board of Directors "holds the ultimate responsibility for material matters within the group, including sustainability and quality" and sets the sustainability targets (page 79). In 2025 it had nine members elected by the AGM (one is the CEO), two employee-appointed members and two deputies, and 67% of the members are independent (page 79).

The Ethics and Sustainability Committee (three Board members) prepares policies, actions and targets for Board decisions (pages 79-80). Inside the Getinge Executive Team of ten members, ultimate responsibility for the sustainability approach "rests with the Executive Vice President (EVP) Sustainability, Legal & Compliance", who reports to the Committee and to the Board at least once a year (page 80). The Board also approves the annual materiality assessment (page 79).

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

Reference: pages 79-81.

Progress on implementation "is reviewed as part of the recurring business and functional reviews", and a quarterly meeting is held with the Sustainability Board, which consists of all members of the Getinge Executive Team (page 80). The EVP Sustainability, Legal & Compliance reports on material impacts, risks and opportunities to the Ethics and Sustainability Committee, and to the Board at least once a year (page 80). The Chief Ethics & Compliance Officer reports periodically to the Audit and Risk Committee, the Ethics and Sustainability Committee and the Executive Team (page 80).

Sustainability targets are prepared by the Corporate Sustainability function and decided by the Board; the Committee follows up progress (page 80). A Sustainability Controller sits in the Finance function (page 80). In 2025 the Board and the Executive Team took part in a new internal Code of Conduct training (pages 79-80).

Integration of sustainability-related performance in incentive schemes

Reference: page 81.

"In 2025, two out of five performance targets for the short-term variable remuneration for the President and CEO were sustainability related. One target was related to the reduction of CO2 emissions in Scope 1 and Scope 2, and the other target was related to a responsible supply chain. Each target is weighted 5 %, and the percentage of the remuneration recognized in the current period that is linked to climate related considerations is 5 %."

The Remuneration Committee prepares the choice of performance targets and the Board resolves the variable remuneration. If the company's principles for sustainability or ethical guidelines are not complied with, the company can withhold variable remuneration or reclaim what was already awarded (page 81).

Statement on due diligence

Reference: page 81.

Getinge presents a table that maps the five core elements of due diligence to the disclosures where they are covered (page 81):

• Embedding due diligence in governance, strategy and business model: GOV-2, GOV-3, SBM-3
• Engaging with affected stakeholders: SBM-2, IRO-1, S1, S2, S4
• Identifying and assessing adverse impacts: IRO-1, SBM-3, S1, S2, S4, G1
• Taking actions to address adverse impacts: S1, S2, S4, G1
• Tracking effectiveness and communication: S1, S2, S4, G1

The Human Rights Policy and due diligence procedure are based on the Universal Declaration of Human Rights, the UN Guiding Principles on Business and Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work, and apply to all employees and business relationships (page 81).

Risk management and internal controls over sustainability reporting

Reference: page 81.

"Getinge does not have a full set of internal controls in place for ESRS reporting. The first part of the internal control framework over sustainability reporting focuses on environmental measures and has been rolled out during 2025."

The framework is to be developed further in 2026, and the risk management process follows the group's Enterprise Risk Management (ERM) process (page 81). Related controls named elsewhere: a Sustainability Controller in the Finance function (page 80), and business ethics training data that is extracted from the SAP system and reviewed by the Corporate Internal Audit function (page 128).

Strategy, business model and value chain

Reference: pages 74, 76-78.

Sustainability is described as "an integral part of the company's strategy", anchored in four strategic pillars: innovation, quality, responsibility and employee engagement (page 74). Getinge says it does not break its sustainability goals down by products, services, markets or customer groups because of the diversified product portfolio (page 74).

The value chain "includes a global supply chain with subcontractors that supply products including metals, plastics, electronics and finished components", plus in-house research and development, production, marketing and sales, logistics, and customers, end users and end-of-life impact of the products. Getinge has about 12,000 employees, operations in 40 countries, sales in more than 135 countries and production facilities in Europe, Asia and the Americas (page 76).

Interests and views of stakeholders

Reference: page 75 (also page 107).

Getinge lists six stakeholder groups: employees, customers, business partners, investors and owners, governments and regulators, and affected communities and nature (page 75). Input is gathered through "customer meetings and surveys, investor meetings, industry forums, supplier follow-ups and in dialogues and surveys with company employees", and this "directly informs Getinge's strategic priorities and materiality assessment" (page 75).

Named channels include the biannual DigiTalk town hall, the GetinTouch live chat with the executive team, the Employee Engagement Survey, the Speak-Up Line, memberships in the UN Global Compact, and industry associations AdvaMed and MedTech Europe (page 75). Employee representatives were consulted on the material topics, policies, actions and targets two times during 2025 (page 107).

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

Reference: pages 77-78, 86-89 (climate), 108 (S1), 117 (S2), 120 (S4).

The company lists the topics it found material through the double materiality assessment (page 77): E1 climate change mitigation, energy and adaptation; E3 water consumption; E5 resource inflows and resource outflows and waste; S1 occupational health and safety, and diversity, equity, inclusion and belonging; S2 responsible sourcing; S4 patient safety and quality; and G1 anti-corruption and business conduct.

Each topic chapter then describes the impacts, risks and opportunities by upstream, own operations and downstream, with time frames. Page 78 gives an overview of where the main impacts sit in the value chain, for example carbon emissions in raw material supply and in the use of sold products, and "ensuring product quality is the primary priority as it directly impacts patient safety".

Climate-specific risk identification and scenario analysis is also presented under E1-2 (2025 ESRS numbering).

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

Reference: pages 76-77 (climate: pages 88-89).

The process had four steps: mapping context, strategy, business model and value chain; identifying actual and potential impacts, risks and opportunities; assessing significance; and validating the material topics (page 76). A desktop analysis used GRI and SASB, resources from the ILO and the WHO, the UN Global Compact, the OECD Guidelines and the UN Guiding Principles, with the WRI Aqueduct and Encore tools (page 76).

Five workstreams scored impacts on scale, scope, likelihood and possibility to remediate; risks and opportunities were assessed against the financial thresholds used in the Enterprise Risk Management (ERM) process. "A sustainability matter was classified as material if it achieved a score of 3 or above in either impact or financial materiality", on a scale from 0 to 5 (page 77). The Executive Team and the Board reviewed and validated the final list (page 76).

Climate-specific risk identification and scenario analysis is also presented under E1-2 (2025 ESRS numbering).

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

Reference: pages 134-137.

Getinge prints an ESRS index titled "Disclosure requirements covered by the Sustainability statement (IRO-2)". It lists each disclosure requirement with a page number, a column for additional information, and a column for data points from other EU legislation. The legend reads "Blue text = Material topic" and "Grey text = Not material topic" (page 134).

The index has tables for ESRS 2, E1, E3, E5, S1, S2, S4 and G1. It has no tables for E2, E4 or S3. Disclosure requirements with a dash instead of a page number carry a flag in the additional information column: "Not material topic" for E1-7, E1-8, S1-12, S1-13, G1-2, G1-5 and G1-6; "Phase-in" for E1-9 and E3-5, and "Phase in" for E5-6; and "Data not available to disclose on DR 2025" for E5-4. S1-16 is listed against page 114 with the same "Data not available" flag (pages 135-137).

Transition plan for climate change mitigation

Reference: page 90 (pages 85, 90-92).

Getinge says development of its ESRS transition plan "started during 2025", with the aim of reaching the targets, adapting to climate change and remaining resilient. The plan covers GHG emissions from own operations and the value chain. Getinge has carried out a scenario analysis, identified transition risks and opportunities, set targets, and "started the analysis of the implications on the business strategy" (page 90).

The plan is not finished: "The company has yet to analyse the compatibility of assets and the business plan with the implications of a carbon transition. The ambition is to continue developing the plan during 2026." Targets were validated by the Science Based Targets initiative in 2023 (net zero by 2050; Scope 1 and 2 down at least 90% and Scope 3 down at least 25% by 2030 from 2021), and the Group "is not excluded from EU Paris-aligned Benchmarks" (page 85).

Page 91 lists decarbonization levers by emission source, with impact, level of influence and dependencies; the exact reduction potential per lever is "still under development".

Identification of climate-related risks and scenario analysis

Back-filled from ESRS 2 IRO-1 and SBM-3 and the E1 climate scenario section, where this content is disclosed in the FY2025 report (pages 88-89). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

"During 2025, Getinge conducted a climate scenario analysis to understand risks and impact across the value chain". It used a low-emission scenario (SSP1-1.9) and a high-emission scenario (SSP5-8.5), with a focus on regions exposed to acute physical risks (flooding, extreme heat) and to transition risks (regulatory changes, shifts in market demand toward low carbon solutions) (page 88).

Production sites and key supplier locations were assessed with the Probable Futures platform (temperature, precipitation, drought) and, for water, the WRI Aqueduct Water Risk Atlas using its pessimistic scenario, which follows the SSP5-8.5 pathway (page 88). Risks were assessed up to 2050 with short-term (1-3 years), medium-term (2030) and long-term (2050 and beyond) horizons (page 89). The page 88 map of production sites in areas of physical risk in a high carbon scenario names Solna, Wayne and Merrimack, Suzhou, Englewood and Antalya, with water stress also flagged for Central Europe.

Resilience in relation to climate change

Back-filled from ESRS 2 SBM-3 and the E1 climate scenario section, where this content is disclosed in the FY2025 report (pages 88-89). This disclosure requirement did not exist under the 2023 ESRS the report was prepared against.

"Resilience analysis has only been made for Getinge's own operations during 2025" (page 88). The report adds that "the resilience analysis for the full value chain has not been finalized during 2025", and that an assessment of whether the scenarios are compatible with critical climate-related assumptions made in the financial statements, plus continued analysis of all risks, "will be developed during 2026" (page 89).

Page 89 summarizes the scenarios, risk types, responses and actions: invest in energy efficiency and decarbonizing energy used in production in the short term, and in energy and resource efficiency of products in the medium to long term; track risk exposure upstream and in production. Because most emissions arise up and downstream, "the company is dependent on its partners both in relation to climate change adaptation and mitigation" (page 89).

Policies related to climate change mitigation and adaptation

Reference: page 92 (also pages 82-83).

"Getinge's Global Environmental Policy states the company's commitment to reducing its environmental impact across the value chain. The reduction of greenhouse gases is a primary focus in this policy." The policy is listed with the Sustainability Policy and the Knowledge Sharing Document for EcoDesign in the policy overview (pages 82-83).

Getinge has ISO 14001 certifications at all production units, except a small number of recently acquired units, and local certification gives a framework for energy management and emission reduction. The EcoDesign procedure covers hardware, accessories, spare parts, service, packaging and manuals and uses a standardized Life Cycle Assessment (LCA) methodology to show the footprint and emission hotspots of a product; relevant employees are trained in the LCA tool (page 92).

Actions and resources in relation to climate change policies

Reference: page 92.

Upstream: Getinge sent a questionnaire to the 70 largest suppliers of direct material by spend; more than two thirds have carbon emission targets, but supplier-specific carbon data is still scarce, so purchased goods and services emissions still rely on spend data. Goods transportation emissions fell through a shift from air to sea freight on several routes, "a decrease of more than 39% since the base year" (page 92).

Own operations: two sites in Europe invested in boiler optimization, and the electrification of the vehicle fleet continued (page 92). Downstream: a questionnaire went to 35 customers using sterilizers to improve data on the electricity used (page 92).

The report gives no monetary amounts for the resources allocated to these actions.

Targets related to climate change mitigation and adaptation

Reference: pages 93-94 (also page 85).

Net-zero emissions by 2050 is the long-term target. The near-term targets are to reduce Scope 1 and 2 emissions by at least 90% and Scope 3 emissions by at least 25% by 2030 against base year 2021; the targets were validated by the Science Based Targets initiative in 2023 (pages 85, 94). There is also a target to cut energy consumption by 20% by 2030 against 2021 (page 85).

The table on page 94 gives target values: Scope 1 and 2 (market-based) 3,325 tCO2eq, and Scope 3 458,068 tCO2eq, both for 2030. Getinge "strives to reach its targets to reduce GHG emissions without offsetting mechanisms to the extent possible" (page 129). Stakeholder involvement in target setting is explained on page 75.

Energy consumption and mix

Reference: page 93.

Energy consumption for production sites was 80,887 MWh in 2025, "a 19% reduction compared with the base year 2021" (82,433 MWh in 2024; 99,536 MWh in 2021). The renewable share was 69% in 2025 (66% in 2024; 38% in 2021).

Fuel consumption in 2025: natural gas 22,827 MWh, crude oil and petroleum products 430 MWh, no coal. Total non-renewable fossil energy was 25,093 MWh (31% of the total). Renewable energy was 55,794 MWh, of which 47,760 MWh was purchased electricity, heat, steam and cooling and 8,034 MWh was renewable fuel. A footnote says Getinge cannot report consumption from nuclear sources in 2025 for lack of data, and aims to establish the processes from 2026 (page 93).

Gross Scopes 1, 2, 3 and Total GHG emissions

Reference: page 94 (method on pages 129-132).

2025 emissions in tCO2eq: Scope 1 11,650 (13,186 in 2024; 18,483 in 2021); Scope 2 market-based 3,480 (3,926; 14,765); Scope 2 location-based 14,344. Total Scope 1 and 2 market-based was 15,130, down 12% on 2024 and 54% on 2021.

Scope 3 totaled 594,982 tCO2eq (567,571 like-for-like, excluding acquisitions), against 585,026 in 2024 and 610,757 in 2021. The largest category is 3.11 use of sold products at 326,012, followed by 3.1 purchased goods and services at 187,265 (page 94). Total GHG emissions were 610,112 tCO2eq market-based and 620,976 location-based, or 17 tCO2eq per SEK M of net revenue market-based.

Footnotes state that four acquired entities were added with data restated for 2021-2024, that an emission factor unit error for one site was corrected, and that location-based reporting starts in 2025 (page 94).

Policies related to water and marine resources

Reference: page 97.

"The management of water follows the principles set out in both the sustainability and environmental policies and local environmental management systems." Getinge's Global Environmental Policy commits the company to resource efficiency at all sites, including making manufacturing processes resource and water efficient (page 97).

The report states that the policy does not cover water treatment or prevention of water pollution, and does not specifically address sites with material water risks (page 97). ISO 14001 certifications are held at all production units except a small number of recently acquired units, to comply with local regulations including safeguarding the use of water where relevant (page 97). The EcoDesign process sets design-phase criteria such as the selection of materials and their environmental impact (page 97).

Actions and resources related to water and marine resources

Reference: page 97.

Getinge uses the WRI Aqueduct tool to identify which sites are in water stressed areas. In those sites, actions during 2025 "have included to map the major sources of water consumption in order to understand better what action can be taken to reduce the use of water" (page 97).

For water used by customers, product development of sterilizers and washers continues; one example is the launch of the Getinge Aquadis 44 washer disinfector, which adjusts the amount of water and detergent to the load and "can reduce water consumption by up to 50%" (page 97). In 2026 Getinge "will investigate possibilities of recycling and reusing water" (page 97). The report gives no monetary amounts for resources allocated to these actions.

Targets related to water and marine resources

Reference: pages 95, 97.

"The target is to reduce water consumption in sites located in water scarce areas by 20% by 2030 compared to the base year 2021" (page 95). The sites in scope are those in areas of high water stress, defined as extremely high and high according to the Aqueduct tool (page 95). Stakeholder involvement in target setting is explained on page 75.

Progress: "For sites in areas of high water stress, the 2025 result shows a 17% increase compared to last year" (page 97). Getinge attributes this mainly to more testing in production and higher water use for facilities at one site (page 97). Data is compiled monthly from supplier invoices or local meters (page 97).

Water consumption

Reference: pages 96-97.

Total water consumption in own operations was 215,414 m3 in 2025 (205,964 m3 in 2024; 213,301 m3 in the 2021 base year). Consumption in sites in areas of high water stress (extremely high and high according to Aqueduct) was 114,691 m3 (97,692 m3 in 2024; 104,673 m3 in 2021). Water intensity was 6 m3 per SEK M of total revenue (8 in 2021); the method changed from net revenue to total revenue in 2025 (page 97).

"Seven of the company's manufacturing sites are located in high water-stressed areas" (page 96); the table on page 97 names Suzhou, Rastatt, Tournefeuille, La Ciotat, Poznan, Antalya and Englewood. Getinge "does not disclose on water recycled, reused or stored in 2025" (page 97).

Policies related to resource use and circular economy

Reference: page 100.

"Getinge's Global Environmental Policy states the company's commitment to ensure resource efficiency." The policy sets out continuous work to make manufacturing processes resource and energy efficient, and includes "Getinge's ambition to work with circularity". The company says it avoids hazardous substances and waste across the value chain, and the policy commits to sustainable sourcing and the responsible use of renewable resources with business partners (page 100).

Waste management follows local environmental management systems; ISO 14001 certifications are held at all production units except a small number of recently acquired units (page 100). The ambition is to follow the waste hierarchy: prevention first, then reuse and recycling, with incineration last (page 100). Input from key stakeholders was considered through customer requests (page 100).

Actions and resources related to resource use and circular economy

Reference: page 100.

Getinge works with waste handling companies globally to find the best treatment for waste from operations (page 100). It has done more than 12 full Life Cycle Assessments (LCA) of products, and the EcoDesign SOP "mandates that all new products are to be assessed according to this LCA methodology before they are put on the market" (page 100).

For packaging, "Product safety and clinical performance can never be compromised", so primary packaging materials cannot change unless the same level of safety and sterility is kept (page 100). Hardware products have a lifetime of at least 10 years and are fully reparable; consumables are single-use and cannot be repaired or reused (page 100). The report gives no monetary amounts for resources allocated.

Targets related to resource use and circular economy

Reference: pages 98, 101.

The target is zero waste to landfill by 2030 for own operations at all production sites globally, "except for materials required by local regulations to be landfilled" (pages 98, 101). Stakeholder involvement in target setting is explained on page 75.

Progress: total waste sent to landfill was 344 tons in 2025, against 205 tons in 2024 (page 101). Getinge says the non-hazardous landfill result is mainly explained by increases at one site, which improved its waste management system and could report more granular data, and which also had higher product disposals due to transport damage and shelf-life obsolescence (page 101). Total waste generated rose to 3,262 tons from 3,159 tons (page 101).

Resource outflows

Reference: pages 100-101.

Products: Getinge has two main product categories. Consumables are single-use and not possible to repair or reuse; hardware has a lifetime of at least 10 years and is fully reparable (page 100). Downstream, the company contributes to hospital waste through disposable products and packaging (page 99).

Main waste streams are "plastic packaging and electronics as well as hazardous waste including chemically contaminated waste and soiled materials" (page 100). Getinge "does not disclose on rates of recyclable content in products and in products packaging in 2025" and does not generate radioactive waste from its own operations (page 101). Waste quantities are in the separate Waste disclosure (page 101).

The report describes Getinge's production facilities as mainly assembly, so material inflows and outflows are largely balanced, with packaging the main exception (page 100).

Waste

Reference: page 101 (accounting basis page 132).

Total waste generated in 2025 was 3,262 tons (3,159 in 2024), of which 270 tons was hazardous (244). Diverted from disposal, hazardous: 7 tons preparation for reuse, 30 recycling and 127 other recovery; non-hazardous: 104 preparation for reuse, 1,555 recycling and 910 other recovery.

Directed to disposal, hazardous: 5 tons incineration, 4 landfilling and 96 other disposal; non-hazardous: 26 incineration, 340 landfilling and 57 other disposal. Total non-recycled waste was 528 tons, or 16% (451 tons and 14% in 2024) (page 101). The subtotals are not printed; the line items add up to 164 tons hazardous and 2,569 tons non-hazardous diverted, and 105 and 423 tons directed to disposal.

A footnote says 2025 is the first year Getinge reports waste under the E5-5 criteria, that 2024 comparatives rest on assumptions about the split between categories, that four acquired entities were added, and that Getinge does not generate any radioactive waste from its own operations (page 101). Waste data "is measured bi-annually and is based on invoices from suppliers or local data bases" (page 132).

Policies related to own workforce

Reference: pages 110, 113 (policy overview pages 82-83).

Health and safety: Getinge's Code of Conduct "mandates that all employees take responsibility for their own safety and the safety of others", and health and safety are managed globally under the Health and Safety directive. Each production site prepares its own Occupational Health and Safety Policy. The management system, in place since 2021, "is not certified according to ISO or other standards" (page 110).

Diversity and inclusion: the Code of Conduct and Human Rights Policy set a "zero-tolerance stance on discrimination and harassment", and the People Policy and Diversity Directive set expectations for fairness regardless of gender, ethnicity, religion, age, disability, sexual orientation and other protected characteristics. A Diversity Behavior Instruction and unbiased recruitment processes support this, and the Speak-Up Line is open to employees, suppliers and partners (page 113).

Taking action on material impacts on own workforce

Reference: pages 110, 113.

Health and safety: ergonomics initiatives in 2025 included "the Safety Champion program, job rotation schemes, and more frequent breaks". Several sites added stretch-and-flex warm-ups, cushioned footwear and improved charging areas for handheld tools. Other actions were annual health examinations, safety inspections, incident response exercises, safety training for managers, supervisors, new employees and contractors, and blade safety training to cut recurring cuts (page 110).

Inclusion: Getinge set up a global Employee Resource Group (ERG) framework, building on the North America program that has 8 groups, and launched GetMentor, a 12-month global mentoring program. It also offers at least 16 weeks of paid parental leave and 4 weeks of paid caregiver leave to employees with over one year of service. More than 160 employees attended the Aspiring Leaders program, which includes diversity and inclusion, in 2025 (page 113). The report gives no monetary amounts for resources.

Targets related to own workforce

Reference: pages 107, 109, 111-112.

Health and safety: "Getinge's target is to reduce the work-related accident rate (WRAR) to less than 1 by 2025." The target is based on industry benchmarks. In 2025 the WRAR was 0.59 for employees (0.98 in 2024) and 0.35 for contractors (0.92) (page 111).

Employee engagement: the target is an employee index score over 70, and the 2025 score was 73% (71%) (pages 107, 111).

Diversity, equity and inclusion: the stated ambition is "to ensure equal employment opportunity and non-discrimination across all levels of the organization", with 10 reported discrimination cases in 2025 (page 112). Stakeholder involvement in target setting is explained on page 75.

Characteristics of the undertaking's employees

Reference: page 114.

Getinge had 12,118 employees by head count at the end of 2025: 4,738 female, 7,370 male and 10 other. By region: Americas 3,375, APAC 1,580 and EMEA 7,163. The largest countries were the United States (3,090), Germany (1,879), Sweden (1,382) and France (1,316).

By contract: 11,667 permanent and 451 temporary employees; 11,423 full-time and 695 part-time. "Getinge did not employ any non-guaranteed hours employees in 2025."

Turnover: 1,611 leavers, a rate of 13%, calculated as employees whose last day was in 2025 divided by average head count (page 114). Head count is a snapshot at year end, counting people on leave as well as active staff (page 114).

Characteristics of non-employee workers

Reference: page 114.

Non-employees are hired through a third-party vendor or are self-employed, so their contract and payment run through the third party or in conjunction with it. In 2025 they "accounted for 846 full-time equivalents (FTEs) or 1,697 workers by head count" (page 114).

The report gives no breakdown of non-employees by type, such as self-employed people versus agency workers, and no turnover for this group. Data for health and safety metrics is reported separately for non-employees (page 111).

Collective bargaining coverage and social dialogue

Reference: page 115.

"In 2025, 40% of Getinge's employees were covered by collective bargaining agreements." The Group monitors coverage every year in each market where it operates (page 115).

The page shows coverage bands (0-19% up to 80-100%) for employees in the EEA and non-EEA regions and for workplace representation in EEA countries with more than 50 employees. Getinge reports country-level coverage where it has at least 50 employees by head count, and notes that "Due to uncertainty in reporting requirements related to calculating what constitutes 10% of total employees this is not considered in the calculation" (page 115).

Diversity metrics

Reference: page 115.

Gender representation in 2025 (2024 in brackets): top management (the Executive Team) women 50% (50%) and men 50% (50%), made up of 5 men and 5 women; managers women 34% (35%) and men 66% (65%); all employees women 38% (38%) and men 62% (62%). Managers are employees with at least one direct report.

Age distribution of employees by head count: under 30 years 1,418; 30-50 years 6,958; over 50 years 3,687; invalid or missing date of birth 55; total 12,118 (page 115). Head count by gender is on page 114.

Adequate wages

Reference: page 115.

Under the heading Wages and social protection, the report states: "Getinge's employees are paid more than minimum wage in all countries." No country breakdown or benchmark is given.

Related context: gender pay equity analyses were carried out in several countries, including the UK, the US, Australia, France, Sweden and Germany, to ensure compliance with local legislation and corporate guidelines (page 113).

Social protection

Reference: page 115.

The report states: "Employees are covered by social protection against loss of income whereas Getinge at a minimum follows applicable law in all countries." The statement is general; it does not list the types of life events covered or any country exceptions (page 115).

Related benefits described elsewhere: at least 16 weeks of paid parental leave and 4 weeks of paid caregiver leave for employees with over one year of service, regardless of gender (page 113).

Health and safety metrics

Reference: page 111.

Employees (non-employees in brackets), 2025: 0 fatalities (0); 69 recordable work-related accidents (4); a rate of 0.59 per 200,000 hours worked (0.35) and 2.97 per 1,000,000 hours (1.73); 697 days lost to work-related injuries (45). Recordable work-related ill health: 13 cases among employees. 2024 figures were 115 accidents (10 non-employees), a rate of 0.98 (0.92), 11 ill health cases and 1,100 days lost (105).

"Getinge does not disclose on work related ill-health related to non-employees." The 2024 WRAR was corrected: employees were previously reported as 0.92 and non-employees as 0.84 (page 111). The restatement is also noted on page 73. Getinge says it has no global Health and Safety Management System but an Occupational Health and Safety directive covering all entities and employees (page 111).

Work-life balance metrics

Reference: page 115.

"In 2025, 90% of Getinge's employees (head count) were entitled to take parental leave. The percentage of employees that took parental leave was 3% during the year." Among those entitled, 4% of female and 2% of male employees took leave (page 115).

Getinge calls the entitlement figure "a lower bound estimate": all employees with one year or more of seniority at year end were counted as entitled. It notes that entitlement is governed by local rules, regulations and individual contracts, and that "there is no data recorded centrally to provide an overview" (page 115). Page 115 says a new global policy introduced in 2023 ensures 16 weeks of paid parental leave to employees with at least one year of service; page 113 dates the same paid family leave to 2022.

Incidents, complaints and severe human rights impacts

Reference: pages 115, 112.

"In 2025, 10 cases of discrimination or harassment were reported through Getinge's speak-up line and through direct contact with Ethics and Compliance. During 2025, Getinge did not record any cases of discrimination that would be found substantiated as of the date of this reporting and incidents did not result in any fines or penalties." (page 115).

The 10 cases are also shown in the DEIB chapter as "Reported discrimination cases 2025" (page 112). The report gives no separate figure for severe human rights incidents in the own workforce. Getinge assesses that its industrial operations carry "a very small risk of forced labor, compulsory labor, and child labor within the company's own workforce" (page 107).

Policies related to value chain workers

Reference: page 118 (policy overview pages 82-83).

The Business Partner Code of Conduct "defines ethical principles and requirements that stakeholders doing business with Getinge must comply with", covering areas such as occupational safety and human rights, including child and forced labor. It applies to suppliers, partners, contractors and subcontractors (page 118).

Getinge says compliance is monitored by auditing suppliers (page 118). The Human Rights Policy, which covers forced, compulsory and child labor, applies across the Group, and the Anti-Bribery and Corruption Policy is communicated to business partners during contracting and onboarding, with both it and the Business Partner Code of Conduct referred to in contract templates (pages 82, 126-127). Stakeholder interests in setting policies are described on page 75.

Taking action on material impacts on value chain workers

Reference: page 118.

Getinge launched an ESG due diligence program across its supply chain in 2024 and continued it in 2025. Suppliers are assessed on the risks of their country of origin and of their products and services; those identified as high or medium risk complete a self-assessment questionnaire, and those who fail to meet the Business Partner Code of Conduct are audited. The focus is first-tier suppliers (page 118).

"A total of 37 ESG supplier audits have been performed". Findings fell into health and safety (29%), governance (28%), human rights and labor (28%), environment (12%) and not answered (2%). In 2024 more than 300 employees were trained to carry out the due diligence activities (page 118). Getinge has set no timeframe for these actions, which it expects to continue over the coming years (page 118).

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

Reference: pages 116, 118.

Getinge has no target for value chain workers. The report states: "Work is still ongoing to establish targets related to responsible sourcing. Getinge does not yet have a processes in place to track the effectiveness of its actions. At this stage, there is no defined timeframe for setting such targets." (page 118).

What exists instead is an ambition "to minimize ESG-related risks through a structured and responsible approach in working with suppliers", and a count of ESG supplier audits: 37 in 2025 (page 116). The company applied the Quick Fix provisions for S2 (page 73).

Policies related to consumers and end-users

Reference: page 121 (also page 119).

"The Quality policy states that quality is a measurement of the company's performance in providing solutions that are safe and effective and satisfy customers' and patients' expectations. The Quality policy applies to patients, customers and regulators." (page 121).

Quality Management System (QMS) implementation rests on the unified Quality Policy and a framework of nine Quality Directives. QMS at all sites are certified to ISO 9001 or ISO 13485, with additional compliance such as 21 CFR 820 depending on market, and certified bodies audit all sites (page 121). Getinge reads ESRS S4 in a healthcare context, "where ensuring product quality is the most material way to safeguard patient safety and wellbeing" (page 119).

Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions

Reference: page 121.

Getinge continued work on its quality management system and end-to-end quality outcomes, prioritized to support its commitments to the FDA in the United States and other competent authorities worldwide. It has "not defined a specific timeframe for these actions" (page 121).

In 2025 it sustained the transformation of management review, complaint handling and field actions, which "has resulted in better detection of potential problem areas, improved patient and user safety, and reduced business risks". A global "Let's Talk Quality" training went to all employees. New Priority Projects cover audit and inspection management, a global regulatory information management system, and CAPA training with site-specific assessments. "From mid-2024 to mid-2025, a majority of KPIs show sustained improvement and the others remained stable" (page 121).

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

Reference: pages 119, 122.

Getinge tracks two quality KPIs. For audit findings per audit on quality systems, it "aims for findings per audit to remain below or equal to 1.5"; the 2025 result was 1.4 (2.5 in 2024). Field actions per billion SEK net sales, which measure product quality, have no defined target; the 2025 value was 1.0 (1.2) (page 122).

Online customer trainings reached 53,238 (48,486). The report states that "External stakeholders have not been involved in the establishment of these KPIs" (page 122). It also reports 0 incidents of regulatory non-compliance on product health and safety resulting in penalties, fines or warnings in 2025 (page 122).

Business conduct policies and corporate culture

Reference: page 126.

"Responsible business is at the heart of Getinge's corporate culture." The Code of Conduct applies to all employees; one of its principles is "to always act with honesty, fairness, and integrity", and there must be "no bribes, no corruption, and no insider trading, without exceptions". The Global Anti-Bribery & Corruption Policy applies to all employees, Board members, the Executive Team and business partners acting for Getinge (page 126).

The policy framework includes directives on Interaction with Healthcare Professionals and Healthcare Organizations, Conflicts of Interest, Third-party Engagement, Global Gifts and Hospitality, Sponsorship and Donations, and Speak-Up and Non Retaliation. Getinge is a UN Global Compact member, and "A policy regarding animal welfare is being developed" (page 126).

Targets related to business conduct

Back-filled from the business conduct chapter, where targets are addressed as part of the MDR-T disclosures rather than as a numbered disclosure requirement. G1-3 became a standalone DR only in the 2025/2026 ESRS.

"Getinge's target is that all employees are properly trained in business ethics including anti-corruption" (page 124). The target is set by the Getinge Executive Management Team. In 2025, 92% of employees completed the online business ethics training (90% in 2024); the metrics come from the SAP system and are reviewed by the Corporate Internal Audit function (pages 124, 128).

From 2026 Getinge will track a new KPI, the share of employees who have completed the Code of Conduct workshop launched in 2025 (page 128).

Incidents of corruption or bribery

Reference: page 128.

"During 2025, Getinge recorded one case of corruption as well as one case in which one of the company's own workers was dismissed for a corruption related incident. No public corruption cases were brought against the company or its employees and the company has no related convictions." (page 128). The report gives no fine or penalty amounts for 2025 corruption cases.

"No legal actions for anti-competitive behavior, antitrust, and monopoly practices arose in 2025" (page 128). The financial statements separately describe ongoing negotiations with Brazil's federal comptroller (CGU) over investigations into anti-competitive practices in medical technology sales in 2004-2017, for which a provision of SEK 482 million was made in 2024 (page 160).