Annual and Sustainability Report
2025
Meeting needs
beyond tomorrow
We strive to have a positive impact by changing the world
of professional food, beverage and commercial laundry.
By putting our customers first and providing new insights on
how to be more efficient and productive through new ways
to operate kitchens and laundries, we enable customers to
reduce costs while reducing their climate impact.
We actively contribute to a world where businesses can
thrive, institutions can be more effective, workplaces are
safer and healthier, and where we can see a reduced
consumption of energy, water and detergents.
Our goal is to be the undisputed sustainability leader in
our industry. We are committed to significantly reducing
CO₂ emissions from our operations, products and solutions
by 2030, while focusing on people, profit and the planet.
Welcome to Electrolux Professional Group,
meeting needs beyond tomorrow
Electrolux Professional Group – Annual and Sustainability Report 2025
Contents
The Annual Report for Electrolux Professional AB (publ) 556003-0354, refers to pages 47–58 and 65–188. The Sustainability Statements are
presented on pages 70–138, the Corporate Governance Report on pages 47–56, Remuneration report on pages 57-58. The Annual Report is
published in Swedish and English. The Swedish version is the original. The Swedish ESEF report (European Single Electronic Format) is available at
www.electroluxprofessionalgroup.com/en/investors/reports-and-presentations. Electrolux Professional was part of Electrolux, founded in 1919, until
March 23, 2020 when the shares of Electrolux Professional were distributed to the shareholders of Electrolux, and listed on Nasdaq Stockholm.
2. Our strategic
foundation
How we create value
9
Financial and
sustainability targets
10
Our sustainability strategy
11
Strategy for growth
12
Grow
13
Expand
16
Boost
18
Invest
19
1. Introduction
This is Electrolux
Professional Group 2
The year in brief
3
2025 in figures
4
CEO comments
5
Why invest in
Electrolux Professional?
7
3. Global trends
& our markets
Global external trends
22
The global professional
equipment industry 23
Our markets
24
Diverse customer base
25
Sales channels
27
Customer Care
28
Marketing and brands
29
4. Business segments
Food & Beverage
31
Laundry markets
35
6. Our people
Empowering our people
43
A diverse and inclusive
organization
44
5. Our production
Operational excellence
40
Manufacturing sites
41
8. Financial and
Sustainability
information
Administration report
65
Sustainability statement
70
Financial statements
141
Notes
150
The Board’s assurance
188
Auditor’s report
189
7. Governance
& risk management
Chairman’s comments
46
Corporate governance report
47
Board of Directors
53
Group Management Team
55
Remuneration report 2025
57
Risk and risk management
59
9. Other
information
Nine years in summary
193
Definitions
195
Share & shareholders
197
Our history
200
Electrolux Professional Group – Annual and Sustainability Report 2025
P. 2 This is Electrolux Professional Group
Introduction
Introduction
This is Electrolux Professional Group
The year in brief
2025 in figures
CEO comments
Why invest in Electrolux Professional?
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
This is Electrolux Professional Group
Our innovative products and worldwide service network make our customers’ work-life, easier, more
profitable – and truly sustainable every day. Electrolux Professional Group is the sustainability leader in
our industry and one of the leading global providers of food service, beverage, and laundry solutions
for professional users.
15
manufacturing units
in eight countries
Sales in
110 countries
Headquarters in Stockholm,
Sweden
4,300
employees
Listed on NASDAQ
Stockholm since
2020
Among the World’s 500
Best Companies for
Sustainable Growth 2026
Climate targets approved
by SBTi
P. 3 The year in brief
Introduction
Introduction
This is Electrolux Professional Group
The year in brief
2025 in figures
CEO comments
Why invest in Electrolux Professional?
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
The year in brief
> In early 2025, Electrolux Professional Group
introduced the new Group brand tagline,
‘Meeting needs beyond tomorrow’.
> At the “NAFEM 2025 show” in Atlanta, the
largest food equipment exhibition in the US,
the Group presented new, innovative,
fully electric steamers, focused on reducing
energy and carbon emissions.
> On March 23, Electrolux Professional Group
celebrated five years as stand-alone
company.
> Q1 2025 interim report “Increased
profit and growing geopolitical
uncertainty”.
> The Annual General Meeting on May 7
in Stockholm resolved on a dividend of
SEK 0.85 per share, Shannon Garcia was
elected as new member of the Board of
Directors.
> Q2 2025 interim report “Food & Beverage
back to organic growth, US continues to
be strong”.
> At the Clean Show – the largest US trade fair
dedicated to Laundry, we marked 20 years
of lagoon® Advanced Care and picked up
a Best New Product Award for the Combo
Washer and Dryer.
> At the HOTERES JAPAN 2025, Tokyo's
largest food service event, Electrolux
Professional debuted with its Food solution
offerings to the Japanese market, alongside
the newly acquired TOSEI.
> To safeguard future competitiveness and
improve profitability, on Sept 2 the Group
announced it will implement cost saving
measures and streamline its operations.
> Q3 2025 interim report “Improved
underlying profitability – efficiency
program launched".
> On November 1, Cecilia Swolin was
appointed General Counsel at Electrolux
Professional Group, succeeding Carolina
Tendorf who left the company at the end
of 2025.
> Investor Day 2025 was held in Stockholm
where management presented the strategic
roadmap to unlock profitable growth and
the road to 15% EBITA margin, and new
product launches from Food and Laundry
segments.
> The launch of the new e-XP line
marked a significant step in our journey
to become the undisputed innovation-
leader in modular cooking.
> On November 11 the agreement to acquire
assets of Royal Range, US cooking
company, was announced.
> Q4 2025 interim report: "Improved
profitability driven by Europe."
EVENTS AFTER THE BALANCE SHEET DAY
> In January, 2026 the acquisition of the
assets of Royal Range, a US Commercial
cooking company, was completed.
> On January 28, 2026, the Board appointed
Paolo Schira as new President and CEO of
Electrolux Professional Group, effective from
the Annual General Meeting (AGM) May 5,
2026. He will succeed Alberto Zanata, who
will retire.
SUSTAINABILITY
> For the second year we are named one
of the World’s 500 Best Companies for
Sustainable Growth by TIME and Statista,
recognizing its strong performance in reve-
nue growth, financial stability, and environ-
mental impact.
SUSTAINABILITY
> Awarded the prestigious gold medal in
the EcoVadis Sustainability Ratings.
This recognition places us in the top 5%
of companies assessed globally, highlight-
ing our firm commitment to sustainable
business practices.
> The Tango XP super automatic espresso
coffee machine and the NeoBlue Touch
undercounter dishwasher were awarded the
prestigious Red Dot Design Awards.
SUSTAINABILITY
> Established Green Finance Framework
to further integrate the company’s climate
change mitigation ambition into our financ-
ing structure.
> Partnership with Mimbly, a Swedish
cleantech water recycling specialist,
was announced.
FIRST QUARTER FIRST QUARTER SECOND QUARTER
THIRD QUARTER FOURTH QUARTER FOURTH QUARTER
P. 4 2025 in figures
Introduction
Introduction
This is Electrolux Professional Group
The year in brief
2025 in figures
CEO comments
Why invest in Electrolux Professional?
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
2025 in figures
SEK 12,169m
Net sales, total
Food & Beverage
60%
Laundry
40%
Net sales by segment
Key ratios
SEKm 2025 2024 2023 2022 2021
Net sales 12,169 12,583 11,848 11,037 7,862
EBITA* 1,235 1,461 1,317 1,111 663
EBITA margin, %* 10.2 11.6 11.1 10.1 8.4
EBITA excl. items affecting comparability*¹ 1,470 1,461 1,317 1,146 663
EBITA margin excl. items affecting comparability, %*¹ 12.1 11.6 11.1 10.4 8.4
Operating income* 1,016 1,231 1,154 955 592
Operating margin, %* 8.4 9.8 9.7 8.7 7.5
Income after financial items 934 1,097 1,033 895 587
Income for the period 736 803 775 686 487
Earnings per share, SEK² 2.56 2.79 2.70 2.39 1.69
Operating cash flow after investments* 1,303 1,548 1,453 636 1,116
Operating working capital, % of net sales* 16.3 16.4 18.1 16.7 14.9
Return on net assets, %* 13.4 15.1 17.6 15.6 16.7
*) Alternative performance measures used in this report are explained on pages 195–196.
1) Includes items affecting comparability of SEK –77m in 2020, SEK –35m in 2022, and SEK 235m in 2025.
2) Basic number of outstanding shares.
Sustainability KPIs 2025 2024
Renewable energy use (MWh) 27,495 19,764
Water consumption (m³) 6,268 6,780
Emissions, Scope 1 and 2*,** –70% –61%
Emissions, Scope 3*,** –41% –35%
Employee satisfaction survey, satisfied or very satisfied 72% 74%
Lost time injury rate (LTIR), accidents per 1,000,000 work hours*** 1.6 3.1
Diversity in managerial positions** 29% 28%
* Since 2019 ** Excluding 2024 acquisitions *** The new LTIR target calculation is presented on page 127.
Total Shareholder
Return 2023-2025,
including dividend
48%
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2030 Targets2025 Reporting year2019 Baseline
5,082
3,916
6,622
ktons CO2e
Scope 3 CO2* emissions from use phase sold products
reduction target by 2030
–27.5% (SBTi target)
0
2,000
4,000
6,000
8,000
10,000
2030 Targets2025 Reporting year2019 Baseline
ton CO2e
Absolute CO2* emissions reduction target by 2030
(Scope 1 and 2)
2,563
-70% (SBTi target)
2,580
8,544
Since we have already
reached our 2030
target, a new target
will be developed.
* CO₂e=Carbon dioxide
equivalent (includes GHG)
* CO₂e=Carbon dioxide
equivalent (includes GHG)
Europe
60%
Asia-Pacific,
Middle East,
Africa
16%
Americas
24%
Net sales by region
P. 5 CEO comments
Introduction
Introduction
This is Electrolux Professional Group
The year in brief
2025 in figures
CEO comments
Why invest in Electrolux Professional?
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
CEO comments
Another step in the right
direction to meet the
needs beyond tomorrow
This year we took further steps in strengthening Electrolux Professional
Group. Our organic sales grew, and our underlying profitability
improved, despite strong headwinds from currency effects and tariffs.
We launched an efficiency program that not only supports our ongoing
transformation but also moves us decisively toward our long-term
profitability ambitions.
Major transformational projects
The progress we made in 2025 must be seen in
the context of some of the changes that are tak-
ing place across the Group. We continued to in-
vest in our new laundry platform and in horizontal
cooking – two strategic pillars for our future. And
with the efficiency program initiated in September,
we are paving the way for significant savings in
2026 and 2027. This program includes stream-
lining of our manufacturing footprint by bringing
production of our coffee machines and food
preparation products together under one roof,
and moving production of food products from
Switzerland to Italy. These actions will strengthen
profitability while improving our capabilities in
sales, marketing, and digital.
We also took an important step in the US
market with the acquisition of assets from Royal
Range, a strategic extension of our cooking plat-
form. At the same time, we are accelerating our
digital agenda and laying the foundation for an
AI ready business. These initiatives are not only
investments in technology – they are investments
in the future strength and competitiveness of
Electrolux Professional Group.
A resilient business
Our industry benefits from powerful long-term
global trends: urbanization, a growing mid-
dle-class, rising workforce participation, and
increasing disposable income. These forces make
us more resilient, even when the global environ-
ment is challenging.
2025 is a testament to this resilience. Despite a
weak US Food & Beverage market in the second
half, a soft Japanese market throughout the year,
strong negative currency effects, and US tariffs,
we continued to improve our financial perfor-
mance. Having a resilient business also secures
reliable delivery to customers even in tough con-
ditions, helping them avoid disruptions.
New products meeting the needs beyond
tomorrow
We move forward by continuing to create prod-
ucts that meet the needs beyond tomorrow. In
Europe, we lead the field in horizontal cooking.
With the launch of the e-XP range, Thermaline
free zone induction, and a new multifunctional
cooker, we are broadening and strengthening
our cooking portfolio even further. Relocating
production from Switzerland to Italy will enhance
efficiency and unlock new synergies, reinforcing
our competitiveness.
Our new laundry platform, launching in 2026,
represents a major step forward. Designed as a
unified modular system, it reduces energy, water,
and detergent consumption while improving con-
nectivity, sustainability, and customer productivity.
It also opens doors to market segments where we
are not yet present.
Sustainability leader – reaching 2030 targets
already in 2025
Electrolux Professional Group is the sustainability
leader in our industry, with ambitious goals for
the climate, health & safety, and diversity. As a
signatory of the UN Global Compact and aligned
with the UN SDGs, we take responsibility for ac-
celerating climate action and supporting the Paris
Agreement.
TIME and Statista again ranked us among
the world’s top 500 companies for sustainable
growth. We earned our first EcoVadis Gold
Medal, placing us in the top 5% globally and we
achieved the highest CDP rating among listed
peers in our industry.
Alberto Zanata, President and CEO
P. 6 CEO comments
Introduction
Introduction
This is Electrolux Professional Group
The year in brief
2025 in figures
CEO comments
Why invest in Electrolux Professional?
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
We are close to meeting our 2030 climate tar-
gets five years ahead of plan, with a 70% reduc-
tion in Scope 1 and 2 emissions and a 41% reduc-
tion in Scope 3. We are defining new ambitions for
2026 and beyond.
Since around 95% of our climate impact comes
from product use, we continue to prioritize energy
and water efficiency across all new solutions to
help customers operate more easily, profitably,
and sustainably. This year, we also partnered with
Mimbly, a Swedish cleantech innovator in water
recycling, further strengthening our innovation
pipeline.
This year’s Annual Report is our first re-
port prepared according to the new European
Sustainability Reporting Standards (ESRS), thus
offering even deeper transparency into our sus-
tainability strategy and progress.
Creating a stronger, best-in-class company
Over recent years, we have strengthened the
company both structurally and financially. Today,
we are more geographically balanced, with
manufacturing in America, Europe, and Asia. We
have improved profitability for several consecu-
tive years, and we stand strong on a solid finan-
cial foundation.
As I am preparing to retire in May, after de-
voting my entire professional life to this company
and leading the business since 2009, I look back
with pride. It has been a privilege to work with so
many talented and dedicated colleagues. I am
confident that Paolo Schira, who will take over
when I leave, will continue the journey success-
fully.
Electrolux Professional is a remarkable com-
pany. I have always believed in its potential – and
I believe even more strongly that its best days lie
ahead. Under Paolo’s leadership, I am convinced
the company will reach new heights and fully
realize the vision of becoming the best-in-class
company we know it can be.
Alberto Zanata,
President and CEO
Over recent years, we have strengthened
the company both structurally and financially.
Alberto Zanata, President and CEO
P. 7 Why invest in Electrolux Professional?
Introduction
Introduction
This is Electrolux Professional Group
The year in brief
2025 in figures
CEO comments
Why invest in Electrolux Professional?
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
These key strengths and competitive advantages drive our development and
performance, and provide a strong foundation for us to execute our strategy.
Why invest in
Electrolux Professional?
Structurally growing end-markets
We operate in a market that structurally has been
growing driven by GDP growth, higher income,
and people spending more time eating out.
Geographically balanced business
Approximately half of our sales are in Europe
and the other half distributed between the
Americas and APAC-MEA. This makes us less
dependent on any single geography and its
economic progress.
Track record of solid EBITA and cash flow
We have always – even during the pandemic and
other major economic downturns – been a profit-
able company generating strong cash conversion
and cash flow.
Focused plan to grow organically,
supported by M&A
We have the products and the activities in place
to grow organically. In addition, we have been
able to complete an average of one acquisition
per year to further grow the company.
Innovation focused
In order to drive growth and profitability, and
also to provide products that increase customer
productivity and efficiency, we invest more in R&D
than the industry average.
Sustainability leader
We are the sustainability leader in our industry,
according to external rankings such as CDP,
Sustainalytics, and Ecovadis. All new products we
launch have improved sustainability performance.
Read more about the share
and shareholders on pages 197–199.
Total shareholder return
incl. dividend, 2023–2025
48%
Market Cap December 31, 2025
SEK 18.7bn
2026 proposed dividend/share
SEK 0.95
CO2 reduction
(Scope 1&2) since 2019
-70%
Our strategic foundation
Meeting needs beyond tomorrow
Our business model – how we create value 9
Financial and sustainability targets 10
Our sustainability strategy 11
Strategies for growth 12
– Grow through innovation and sustainable solutions 13
– Expand in high-margin products, segments,
and geographies 16
– Boost Customer Care 18
– Invest in digitalization 19
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 9 How we create valueElectrolux Professional Group – Annual and Sustainability Report 2025
We create value and meet needs beyond tomorrow
> Product development
and innovation of smart products
offering sustainable solutions
> Marketing
Focused on making our customers’
work-life easier, more profitable, and truly
sustainable
> Sales
Collaborating with high-quality value chain
partners, distributors, and dealers
> Production
World-class manufacturing focused
on lower environmental impact and
an excellent working environment
> Customer Care
and sales accessories, spare parts, and
consumables
> 4,300 committed employees
> 15 manufacturing sites, as of February 2026
> A wide range of customers in 110 countries
> Long-term relations with stakeholders in our value chain
> A strong portfolio of 21 brands – known for innovative, sustainable, and digital
solutions targeting different customers and stakeholders in different geographies
> Raw materials and components
For our customers
> Lower total costs over the lifecycle of
the equipment
> Reduced energy consumption and
carbon footprint
> Improved quality of the food, beverage,
or laundry service
> Ergonomic and human-centric design
> Enhanced hygiene
For our employees
> A diverse and inclusive culture
> A long-term employer
> A safe work environment
> Skills development
For shareholders
> Share growth
> Dividend
For society
> Greater resource efficiency
> Address social challenges
Business model
Our resources
Value creation
Culture
Own operationsRaw material
Finished product supplies
Transportation
upstream
Warehouse Transportation
downstream
Dealers & Distribution End users
Service, Customer Care,
Repair and maintenance
Value chain
At Electrolux Professional Group, we foster a diverse, inclusive, and growth-oriented
culture with innovation, sustainability, and the customer at the heart of everything
we do. Our people are empowered to be bold, build trust, and act
sustainably, ensuring we have a positive impact on our customers, society, and the
planet, while continuously developing their own skills in a supportive and collabo-
rative environment.
Electrolux Professional Group is the sustainability leader in our industry -
and global providers of food service, beverage, and laundry solutions
for professional users. We serve a wide range of customers worldwide,
from restaurant and hotels to healthcare, educational, and other
service facilities.
• Product development
• Quality
• Manufacturing
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 10 Financial and sustainability targetsElectrolux Professional Group – Annual and Sustainability Report 2025
Target Outcome 2025 (2024) Comment on 2025 outcome
ORGANIC SALES
GROWTH
Organic annual growth of more than 4% over time,
complemented by value-accretive acquisitions.
0.5% (–0.6)
Organically, Food & Beverage grew by 1.1% during the year
while Laundry was slightly down, mainly related to the tariff
situation in the US.
PROFITABILITY
EBITA margin of 15%, excluding items affecting
comparability
12.1% (11.6)
Excluding items affecting comparability related to the efficiency
program, both profit and profitability improved driven by a
good performance in Laundry as well as in Food & Beverage
in Europe.
ASSET EFFICIENCY
Operating working capital below 15% of net sales.
16.3% (16.4)
Operating working capital as percent of annualized sales was
flat compared to last year, mainly due to higher inventory.
CAPITAL
STRUCTURE
Net debt/EBITDA ratio below 2.5x. Higher levels may be
temporarily acceptable in the event of acquisitions, provided
there is a clear path to deleveraging.
1.0x (1.4)
Net debt/EBITDA was reduced during the year. The Group has
a strong financial position.
DIVIDEND POLICY Electrolux Professional’s target is for the dividend to corre-
spond to approximately 30% of the income for the year.
The timing, declaration, and number of future dividends de-
pend on the company’s financial situation, earnings, capital
requirements, and debt service obligations.
SEK 0.95 (0.85)
The Board proposes a dividend of SEK 0.95 per share,
which is in line with policy, excluding items affecting
comparability.
Target Outcome 2025 (2024) Comment on 2025 outcome
SCIENCE-BASED
CLIMATE TARGETS
Reduce CO₂
emissions
Scope 1 and 2 emissions from our industrial sites >70% by
2030 (base year is 2019, recalculation has been made by
distributing the first reported emission footprint backwards to
previous years)
–70%* (-61)
Emissions were further reduced, and already in 2025 we
are close to our 2030 target. Increased share of renew able
electricity, energy-efficiency projects, and district heating from
renewable sources led to the reduction in CO
2
emissions.
The share of renewable electricity increased to 90% (51).
Scope 3 emissions, from the product use phase, >27.5% by
2030 (base year 2019).
–41%* (-35)
Scope 3 product-use emissions have already reached our
2030 target. This is due to a mix of product efficiency improve-
ments and cleaner energy from the grid.
HEALTH AND
SAFETY TARGET
Lost time injury rate (LTIR), as measured by work-related
accidents per 1,000,000 work hours, <0.5 by 2030.
1.6 (3.1)
In 2025, we have achieved a 1.6 LTIR, with an overall 74%
reduction compared to 2020. This has been achieved through
continued efforts to improve safety measures in support of our
Zero Accident ambition.
GENDER
DIVERSITY
TARGET
Distribution men/women or women/men 40/60 across all
managerial positions by 2030. Outcome as % of women.
27% (28)
Gender diversity remains a strategic priority for the Group, with
women representing 27% of leaders including acquisitions, and
approximately 29% when acquisitions are excluded. We are
committed to further strengthening this representation.
Financial and sustainability targets
Our targets, strategy, and guiding principles serve as the backbone to everything we do.
Our climate
ambition
is to become climate
neutral within our industrial
operations by 2030.
* Recalculation is made by distributing the first reported emission footprint backwards to previous years. Excluding 2024 acquisitions TOSEI and Adventys.
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 11 Financial and sustainability targetsElectrolux Professional Group – Annual and Sustainability Report 2025
Our sustainability strategy guides how we address our material sustainability
topics. We perform impact analyses and strategic assessments, which coupled
with stakeholder expectations and dialogs, serve as the basis for our sustainability
efforts and materiality assessment.
Our sustainability strategy
Product performance
and efficiency
Grow the business by developing
sustainable, innovative solutions that
have low running costs.
Sustainable solutions
Material efficiency
Customer health,
safety, and wellbeing
Responsible use of
resources
Operational excellence
drives sustainability.
Sustainable operations
Occupational health
and safety
Environmental
management
Enabling business through
trust and relationships.
Ethics & relationships
Ethical practices
Stakeholder
relationships
UN Global Compact and Sustainable
Development Goals
Electrolux Professional Group is a signatory of the UN
Global Compact and committed to its ten principles on
human rights, labor, environment, and anti-corruption. The
UN Sustainable Development Goals guide our contribution
to a more sustainable society, with six prioritized goals
where we can make the greatest impact. We align with
recognized frameworks such as ILO Conventions, European
Sustainabilty Reporting Standard (ESRS) and ISO certifica-
tions, to ensure transparency and meet stakeholder expec-
tations. We present our Double Materiality Assessment in
accordance with ESRS in the Sustainability Report on
pages 80–88.
SDG 7 Clean and affordable energy
SDG 13 Climate action
We can make a difference throughout
our value chain by developing energy-
efficient products and energy-efficient operations.
SDG 6 Clean water and sanitation
Several of our products consume water. We can
make a difference by developing and offering
water-efficient products.
SDG 8 Decent work and economic growth
Knowing that our employees are the single most
important factor in achieving long-term success,
we are committed to continuously developing
a work environment that enables sustainable performance
where all employees can deliver their best.
SDG 5 Gender equality
We value diversity and inclusion and have zero
tolerance for discrimination and harassment. We
aim to increase the proportion of female leaders
at all levels of the Group.
SDG 12 Responsible consumption and production
To reduce the environmental footprint related to
our products and operations, we have a major
focus on developing sustainable products for our
customers.
A good, open, and long-term relationship with the stakeholders that are impacted
by our business is key to delivering on our strategic targets. We demonstrate our
commitment, and seek stakeholder trust through a range of actions and procedures.
Our Group has a global presence and applies the same high standards and principles
of conduct globally; respect, diversity, integrity, ethics, safety, and environmental pro-
tection. We aim to improve sustainability performance in our operations through proper
management and a systematic approach, focusing on decreasing our negative impact
on the environment and society.
We serve a wide range of customers around the world, from restaurants, hotels, and
launderettes to healthcare and service facilities. Our solutions consume energy, water,
and detergents and thus impact our customers and the consumers of the services they
provide.
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 12 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
STRATEGY FOR GROWTH: generate customer value from
a foundation of operational excellence and sustainability
Our strategic targets
Our strategy for growth is based on the plans of our business areas, and rests on four pillars, built on a foundation
of operational excellence and sustainability in the supply chain. We want to do our part to improve society
and generate value for our stakeholders. We believe that Agenda 2030 and the UN’s Sustainable Development
Goals (SDGs) are good indicators of the priorities and challenges that the world is facing.
GROW
through innovation and sustainability.
Read more on page 13.
EXPAND
in high-margin products,
segments, and geographies.
Read more on page 16.
BOOST
Customer Care and
service-as-a-solution.
Read more on page 18.
INVEST
in digitalization to unlock additional
customer value and process efficiency
Read more on page 19.
STREAMLINE our operations to improve profitability
To boost future competitiveness and profitability, Electrolux Professional Group announced cost-saving measures in September 2025,
including streamlining of operations, relocation of production and shift of competencies. The program aims to enhance operational
agility and support long-term growth.
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 13 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
Our aim is to set the pace of industry innovation
in sustainability and energy efficiency, under-
pinned by a connected and digital platform.
We develop new and improved products and services to add value to
our customers and grow our company profitably. Our ambition is to
address our customers’ increasing requirements for multi-functional
products, with low running costs, and reduced energy and water
consumption. In addition, we will prioritize appliance digitalization.
GROW
through
innovation and
sustainability
R&D cost in 2025
SEK 556m
Significant investments
in R&D
One of our competitive advantages is our commit-
ment to design innovative and sustainable solutions
that directly address customer needs – driving both
productivity and efficiency. In 2025, we further inten-
sified our investment in R&D in order to launch new
products with a higher margin. Investments have been
focused on a new laundry platform, and horizontal
cooking, both of which will be launched in 2026.
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 14 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
Growth through sustainable solutions
Offering our customers sustainable solutions is one of our key strategies for growth. We aim to be
a sustainability role model in our industry and continuously find new, more energy-efficient, and
resource-efficient methods for food, beverage, and laundry professionals. As a result, not only
do we help our customers to reduce their operating costs, but we also have an impact on their
sustainability efforts. As our main environmental impact occurs during the product use phase,
when energy, water and detergents are used, providing low-consuming and energy-efficient
products is key.
Scope 3 target
emissions reduction from product use
phase by 2030 (base year 2019)
>27.5%
Scope 3 outcome 2025
emissions from product use phase,
since 2019, excl 2024 acquisitions
-41%
Digitally connected
products
Through digital and connected
products, customers can monitor
and steer any connected prod-
ucts, thereby maximizing uptime,
improving service, and reducing
the consumption of energy, water
and consumables.
Read more on page 20.
EcoVadis Gold Sustainability Rating
In 2025, Electrolux Professional
Group was awarded the EcoVadis
Gold Medal for sustainability,
placing us among the top 5% of
companies assessed globally. This
achievement reflects our strong
performance across four key
areas: Environment, Labor & Human
Rights, Ethics, and Sustainable
Procurement. The recognition rein-
forces our commitment to responsi-
ble business practices and strengthens our position as
a trusted partner in the hospitality industry. EcoVadis
is a world-leading independent agency that evaluates
the sustainability performance of over 125,000 compa-
nies worldwide.
Electrolux Professional Group
one of the World’s Best Companies
for Sustainable Growth 2026
Electrolux Professional Group has once again been
recognized on the TIME and Statista list of the World’s
Best Companies – Sustainable Growth for 2026.
Our emission targets
Electrolux Professional Group's primary
climate impact
Approximately 95% of our climate impact occurs during
the product use phase, mainly energy consumption. Our
target related to use phase emissions is therefore a crucial
part of our climate journey. By reducing energy consump-
tion and emissions during the product use phase, we both
support environmental sustainability and help our custom-
ers lower their operating costs.
95%
of our climate impact is from
the product use phase
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 15 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainable Solutions
FOOD & BEVERAGE
Smarter, more efficient kitchens at lower cost
By integrating our energy-efficient food and beverage
solutions, customers can reduce energy and water
consumption, thereby reducing operating cost. At
the same time, smart, high-performance equipment
streamlines kitchen workflows, enhancing speed,
consistency, and productivity.
Low running costs are more important than ever
> Our energy-saving solutions are at the forefront of their field
> Vital in times of high electricity prices and greater climate concern
> There is momentum for our energy-saving products
> We support our customers to move towards a circular economy
through circular design principles and end-of-life management
LAUNDRY
Reduced cost of ownership
Modern laundry equipment reduces
maintenance costs and energy consumption,
providing immediate savings.
> Increased productivity: Upgrading equipment prevents
delays and increases efficiency, leading to higher
customer satisfaction.
> Customer-centric service: Reliable and fast laundry
services attract more business and encourage repeat
customers.
LAUNDRY
TOSEI Combo
stacked solution
The TOSEI ST-155W Combo
Stacked solution is the
world’s first integrated
“washer-dryer + dryer”
model, delivering full-scale
laundry performance in a
compact, space-efficient
footprint. With advanced
features such as Nanoe
X technology, intuitive
touch-panel controls, and
high-capacity upper-dryer/
lower-washer-dryer con-
figuration, it enables high
productivity even in small
urban locations. This inno-
vation opens new opportu-
nities for operators seeking
premium performance with-
out expanding their floor
space.
e-XP modular cooking
– reshaping life in kitchen
The e-XP modular cooking range is engineered to deliver
consistent power, high productivity, and exceptional flexi-
bility across operations of any size. Its modular architecture
and efficient design allow it to integrate seamlessly into
diverse kitchen layouts and workflows, supporting both
current operational needs and future growth ambitions.
With the advanced free-zone induction, intuitive controls,
and enhanced usability, e-XP places smart per formance
at the operator’s fingertips. The system's energy-efficient
induction technology contributes to a more sustainable,
ergonomic, and effortless working environment, enabling
chefs to focus on delivering excellence with every service.
NeoBlue Touch undercounter dishwasher
The NeoBlue Touch undercounter dishwasher provides
energy- and water-efficient compact dishwashing for
restaurants, fast-food chains, and bars. With one-touch
operation and an app for cycle selection, it delivers up to
65 baskets per hour while reducing energy, water, and CO
2
.
A smart solution for growth and sustainability that offers
outstanding washing performance and loading capacity.
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 16 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
We will grow sales organically in laundry
and in restaurant chains, supported by M&A.
EXPAND
in high-margin products,
segments, and geographies
Our growth priorities include:
> Increasing sales to commercial restaurant chains –
large companies with multiple outlets across several
regions – in order to expand our presence in North
America and Asia.
> Further growing the highly profitable Laundry
business globally, and other high-margin products,
such as cooking and cold beverages.
> Accelerating growth through selective add-on
acquisitions that clearly align with the Group’s
strategic road map.
> Our acquisition strategy is focused on
North America, Chains, Cooking and Technology.
> Outcome 2025:
Sales to restaurant chains were on the same level
as in 2024 due to a weak second half of the year in
chains in the US. New products in the high-margin
Laundry and horizontal cooking categories have
been developed for launch in 2026. The acquisition
of the assets of Royal Range, a US cooking company
was announced. This will strengthen our position in a
high-margin category.
0
500
1,000
1,500
2,000
2,500
20252024202320222021
Chains, Food & Beverage sales, share of total net sales
SEKm
0
5
10
15
20
25
%
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 17 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
Acquisitions to accelerate growth
Electrolux Professional Group aims to accelerate growth through selective add-on acquisitions, primarily
acquisitions that clearly align with our strategic roadmap. Since becoming an independent company in 2020,
the Group has acquired four companies (including Royal Range in 2026), adding approximately 30% of growth.
Eight companies have been acquired since 2015:
> Adventys – a French manufacturer of professional induction
cooking equipment
> TOSEI – a leading Japanese manufacturer of professional
laundry equipment and vacuum packing machines for food
> Unified Brands – a leading US-based manufacturer of food-
service equipment
> UNIC – a French producer of professional coffee solutions
> SPM Drink Systems – an Italian manufacturer of frozen beverage
equipment
> Schneidereit – a supplier of laundry rental solutions in Europe
> Grindmaster-Cecilware – a North-American coffee solutions
producer
> Veetsan – a manufacturer of professional dishwashers in China.
Royal Range - a US cooking company
In 2025 we announced the acquisition of the assets of Royal Range
– a US cooking company. The acquisition closed in January, 2026.
Royal Range, founded in 1995, designs and produces cooking
equipment that includes ranges, ovens, fryers and countertop cook-
ing appliances. The company has approximately 40 employees, has
one factory, and is based in Eastvale, California.
Mimbly - a cleantech partnership
In November 2025, Electrolux Professional Group an-
nounced its partnership with Mimbly, a Swedish startup
cleantech company focused on water saving and micro-
plastic filtration technology. By partnering with Mimbly,
the Group will further strengthen our commitment to
sustainable innovation by supporting the
development of microplastics filtration
and water saving technology. Electrolux
Professional and Mimbly will co-develop
new solutions within the field of microplastic
filtration.
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 18 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
Our Customer Care ensures a seamless experience
throughout the entire equipment lifecycle — offering
expert support, tailored service agreements, genuine
parts, and sustainable solutions to maximize uptime,
efficiency, and value for our customers worldwide.
> Outcome 2025:
Sales of Customer Care were on the same level in 2025 as the
previous year, and account for 16.5% of Group sales. Sales of
service contracts and detergents progressed well.
Customer care sales, share of total net sales
%SEKm
0
500
1,000
1,500
2,000
2,500
20252024202320222021
0
5
10
15
20
25
* 2023 and previous periods have been restated
** 2024 acquisitions of TOSEI and Adventys are not included.
Read more about our Customer Care offering on page 28
We will further develop our global service network and capability as
a full-service provider while increasing sales of spare parts, accessories,
consumables, and service.
BOOST
Customer Care and
service-as-a-solution offering
Electrolux Professional Group
provides Customer Care via
1,900
service partners
Customer Care 2025,
share of net sales
16.5%
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 19 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
INVEST
in digitalization to unlock
additional customer value
We are accelerating our digital
transformation both internally and
externally to unlock greater value
for our customers and strengthen
our organizational resilience.
We are enhancing our global product and service offerings by in-
vesting in digitalization—providing online sales through our Digital
Customer platform and connected appliances, as well as empower-
ing customer operations with smart connectivity.
Our comprehensive digital ecosystem covers Food, Beverage,
and Laundry solutions, enabling customers to manage their opera-
tions more efficiently and effectively through online connectivity.
By deploying our Digital Customer platform across 35 countries,
we have digitalized 45% of customer interactions in those regions,
with 85% of orders (representing 65% in value) processed through
the platform.
These advancements not only improve customer processes and
effectiveness but also foster strong, lasting relationships, encourage
repurchases, and open up opportunities for additional services.
Through this dual digitalization journey—within our organization and
in our customer solutions—we are committed to continuously deliv-
ering added value and supporting our clients in a rapidly evolving
digital landscape.
Digital Customer platform
deployed in
35
countries so far
Where deployed,
45%
of all customer interactions
are digital
Where deployed,
85%
of our orders (65% in value) go
through the platform
Digital technology is transforming our industry, streamlining processes
for our partners, and enhancing the efficiency of our operations.
Digital Customer platform
> Back office, e-shop
Mobile applications
> Sales mobile app, con-
nectivity mobile app,
supporting apps
CRM
> 360 view of customer data,
lead management
Marketing technology
> Marketing automatization,
digital customer journey,
analytics and insights
Digital tools & calculators
> Configurator, usages calcu-
lator, booking tool, virtual
showroom
Our strategic
foundation
Introduction
Our strategic foundation
How we create value
Financial and sustainability targets
Our sustainability strategy
Strategy for growth
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
P. 20 Strategy for growthElectrolux Professional Group – Annual and Sustainability Report 2025
By providing deeper insights into equipment performance, including
early detection of anomalies and wear patterns, we maintain a con-
tinuous relationship with our customers throughout the entire prod-
uct lifecycle, supported by continuous data capture and advanced
analytics. This approach creates opportunities for repurchases and
additional services, ensuring long-term value and trust.
Our digital ecosystem includes connected products that deliver
seamless integration and real-time monitoring, complemented by
a comprehensive digital customer platform with back-office tools
and e-shop functionality. Mobile applications, such as our sales and
connectivity apps, further enhance accessibility and convenience.
To strengthen customer engagement, we leverage advanced
CRM systems offering a 360-degree view of customer data and
lead management, alongside marketing technologies that enable
automated campaigns, personalized digital journeys, and action-
able analytics.
Additionally, our suite of digital tools, including configurators,
usage calculators, booking solutions, and virtual showrooms,
empowers customers to make informed decisions and optimize
their operations.
Our smart connectivity solutions enable customers to monitor and control their equipment in real time, using
data-driven and predictive insights to optimizing uptime, service quality, and resource efficiency. These
capabilities not only enhance operational performance but also reduce energy, water, and consumable
usage, through analysis of equipment usage patterns, supporting both sustainability and cost-effectiveness.
Empowered customer operations
with Smart Connectivity
Making our organi-
zation AI ready
AI-enhanced productivity and efficiency are core to our digital
transformation strategy. By implementing numerous generative AI
solutions, we continuously improve our operational performance.
The transformation of the organization is supported by employee
up-skilling programs, including AI ambassadors, ongoing training,
and feedback, to help teams leverage AI and automation.
Our approach leverages advanced AI technologies from leading
partners alongside our proprietary generative AI models.
We are already witnessing improvements in productivity through
the deployment of automation and AI to streamline key processes.
Projects are prioritized based on return on investment (ROI) and
strategic alignment, with a particular emphasis on enhancing
efficiency and automation within Finance, Sales, and Marketing. To
date, our AI team has successfully completed 20 efficiency-focused
projects, and 70% of our data is now ready for cloud-based AI
applications.
Global trends
and our markets
Global trends impacting our industry 22
The global professional equipment industry 23
Our markets 24
Diverse customer base 25
Sales channels 27
Customer Care 28
Marketing and brands 29
P. 22 Global trends impacting our industry
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Global trends impacting our industry
Digitalization
Digitalization and AI affect the way we work and interact, and are
changing the eco-system of our customers’ businesses, as well as
our own business. There will be greater demand for connected
solutions, contactless payment, process optimization, and efficiency
driven by new technologies, which in turn requires future investments
and knowledge. Access to customer data will enable this develop-
ment.
Societal changes
The growth of the middle class, urbanization, increase in work-force
participation, the prolongation of the working age, and higher
disposable incomes allow more people to spend more money on
leisure activities such as tourism travel, out-of-home eating, and
less time on household chores. Coupled with the global population
growth, especially in Asia and Africa, this is leading to an increased
number of potential end-customers, demand for out-of-home food
and beverage consumption, and other application areas for
professional equipment. This calls for new digital tools, smaller and
more user-friendly equipment, machines that are easier to clean
with stricter hygiene requirements, and new ways of working in
the industry. The normalization of hybrid work is also impacting the
industry.
In addition, aging populations will lead to greater investments in
the healthcare segment, such as hospitals and elderly homes.
Labor availability
There is still a shortage of labor in the hospitality industry which
drives the cost of labor up. This is accelerating automatization and
digitalization as there is a need to ensure high productivity with
fewer employees. At the same time, ease of use and ergonomics are
increasingly important to the users of the products.
Climate change and effective use of resources
Climate change and a shortage of water, energy, and other re-
sources can increase prices of certain food ingredients and has
also created a need for sustainability and energy efficiency in all
parts of society. Since energy costs are a significant part of the
total cost of ownership, energy efficiency in professional solutions
is central to any investment decision. This is also driving the switch
to products that use electricity rather than gas. The ability to share
and refurbish products is rising in importance as a way to facilitate
more efficient use of resources. In addition, a ban on the single use
of plastic packaging, which is being introduced in several markets,
and the move to reduce microplastics is becoming a prominent
factor.
Read more on drivers per segment on pages 32 and 38.
Digitalization
(connectivity and
interaction services)
Sustainability and
use of resources
Electrification with
declining demand for
gas-based equipment
Regionalization/
Nationalization
Change in
demographics
(+2bn people by 2050,
but several countries with
decreasing work force)
Labor availability and
rising operating costs
driving automation
P. 23 The global professional equipment industry
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
The global professional equipment industry
Electrolux Professional Group operates in the global professional equip-
ment industry, offering food service, beverage, and laundry products and
solutions to a wide range of customers. These include companies in the
global hospitality industry as well as other businesses and institutions.
In 2025, the food and beverage segment accounted for approxi-
mately USD 32bn* of the global market, and the professional
laundry segment accounted for USD 3.7bn*.
The industry is largely characterized by favorable general
end-market trends with multiple catalysts for structural growth.
> Product performance having a material impact on customer
productivity.
> The requirement for reliable and technologically advanced
products.
> Significant benefits from local presence and collaboration
with customers.
> Ongoing Customer Care and support throughout the equipment
lifecycle.
Major factors for success include:
> Strong innovation capabilities
> Reliability and product quality
> Product design
> A well-developed distribution and service network
The six largest professional food
and beverage equipment companies
Company 1
Company 4
Company 3
Electrolux Professional Group
Company 2
Smaller companies
Company 5
USD 32bn*
The six largest laundry companies
Company 1
Company 5
Company 4
Electrolux
Professional
Group
Company 3
Company 6
Smaller companies
USD 3.7bn*
End customers
> Restaurants and chains
> Hotels, bars, and cafés
> Roasters and ingredient producers
> Education, leisure, and sports
> Public institutions
> Business, transport, industry, and facility
managers
> Laundry service, Self-service laundrettes/
laundromats
> Care facilities and hospitals
> Retail and convenience stores
Food & Beverage
> Ali Group/Welbilt
> Hoshizaki
> ITW
> Middleby
> Rational
> Electrolux
Professional Group
Laundry
> Alliance Laundry
Systems
> Electrolux
Professional Group
> Girbau
> Jensen
> Kannegiesser
> Miele Pro
Largest global players
Products
> Food service products: cooking, refrig-
eration, dishwashing, and dynamic food
preparation
> Beverage equipment for coffee, espres-
so, hot, cold and frozen beverages, and
soft-drink dispensing equipment
> Laundry products: washers, tumble
dryers, drying cabinets, and ironers
> Specialty accessories and consumables
Market and competition
> Brand recognition
> Customer relationships as a key differentiating factor
Total cost of ownership
Total cost of ownership is an additional factor that drives com-
petition. This is because the initial equipment cost represents only
a fraction of the total cost of ownership during the lifetime of the
equipment. The majority of costs are running costs for water, elec-
tricity, and chemicals, maintenance costs, and health and safety
considerations. Reduced running costs are also a driver for custom-
ers wishing to make a positive contribution to the environment.
Competitive landscape
Electrolux Professional Group is one of the leading global players,
with both full and single solutions for the food and beverage sector
and the global laundry equipment market. There are a number of
large global players in these markets, but in local markets we also
compete with significant local players and companies focused on
individual product lines.
Trends in the Professional Equipment Industry
Tourism
travel continues
to grow
Growth of
out-of-home
spending
Number of
outlets
is growing
Asia growing
faster than
other markets
* Internal estimates based on major competitors' results, other statistics, and industry analysis reports.
P. 24 Our markets
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Our markets
Well-positioned in attractive markets
Electrolux Professional Group’s two reportable
segments, Food & Beverage and Laundry, include
five business areas focused on customer cate-
gories and geographies. These are Food Europe,
Food Americas, Food APAC & MEA, Beverage &
Food Preparation, and Laundry.
Europe
In Europe, we have 24 sales companies across the continent. The
largest countries are Italy, France, Sweden, and Germany. 80% of
sales are handled via distributors and agents, and 20% of sales are
served by our own sales organizations, mainly via key accounts and
large projects.
Americas
In Food and Beverage, large chain accounts are served through a
direct-sales team, while the broad institutional markets are served
through independent sales representatives working in partnership
with dealers and consultants. Additionally, there is a network of dis-
tributors across the Americas selling and stocking products locally
for quick shipments. In Laundry, the market is served by our main
distributor.
Asia-Pacific, Middle-East and Africa
We have sales companies in ten countries in the region. The major-
ity of sales are handled via an indirect distribution network, supple-
mented by some of our own sales activities when needed. Japan is
our largest market in this region where we also have our own sales
organization.
EUROPE
One of the leaders in Food,
Beverage and Laundry, with strong
brand recognition.
Share of Group sales, 2025 (2024)
60% (58)
APAC
One of the leaders in Laundry and in Food &
Beverage in Japan, China/South-east Asia
with strong brand recognition in hotels and
restaurant segments in the whole APAC region.
MIDDLE-EAST AND AFRICA
One of the leaders in Food with strong brand
recognition in hotels and restaurant segments.
Share of Group sales, 2025 (2024)
16% (17)
AMERICAS
Well-positioned in Food, Laundry,
and Cold Beverages in the US.
Share of Group sales, 2025 (2024)
24% (25)
P. 25 Diverse customer base
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Diverse customer base
Our end-customer base consists of large multinational, regional, chain, and independent restaurants,
catering providers, leisure and accommodation facilities, healthcare facilities, customer-operated
laundries, schools and universities, small businesses and large industrial customers.
Sales per customer segment*
Consumer and customer operated laundries 20%
Hospitals and elderly homes 10%
Restaurants 13%
Business, Industry and Transport 9%
Public institutions 8%
Restaurant chains 13%
2%
Others
Hotels
11%
Bars and cafés 3%
Retail and convenience stores 5%
Laundry
Commercial laundries
5%
*Figures are partially estimates.
Food & Beverage and Laundry Food & Beverage
Electrolux Professional Group has a diverse customer base ranging from cafés to launderettes, restaurant chains, and institutions.
P. 26 Diverse customer base
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Long-standing customer relationships
As a food, beverage, and laundry equipment provider we generally
maintain long-standing relationships with our key customers and
distributors in order to increase our wallet share and overall growth.
Close customer relationships are particularly important for chains in
the food and beverage businesses.
Diverse customer base
Our customer base is diverse, from small independent owners to
large chains. We also have many customers in areas such as
elderly care homes, government and private healthcare facilities,
multi-housing laundries, and coin-ops.
Large chain contracts
Even though we generally do not enter into long-term contracts,
large food-service chains usually authorize specific appliance
manufacturers as their “preferred vendors” for specific equipment.
Furthermore, many quick-service restaurant chains launch or refur-
bish a large number of locations, or frequently change their menus,
requiring significant investments in new equipment over a relatively
short period of time.
Customers regularly require appliance upgrades. These allow
them to increase productivity and food safety, reduce labor costs,
and respond to hygiene, sustainability, and energy-efficiency re-
quirements. These upgrades usually require customized equipment
as customers additionally endeavor to differentiate their offerings
and services.
Individual needs and innovation
Individualization and equipment innovation are primary purchase
decision factors for the customer, making product innovation essen-
tial, and one of the key differentiators and competitive advantages
of Electrolux Professional Group’s brands.
Our substantial investments in research and development drive
the production of innovative equipment and ensure the Group is
well positioned to serve its global customer base.
Read more about R&D on pages 13–15.
Addressing customer needs
> Simplification, faster productivity, and flexibility of operations
> Improved quality of the food, beverage, and laundry service
> Reduced energy consumption and carbon footprint
> Lower total cost throughout the lifecycle of the equipment
> Handling labor shortages
> Reliability of the equipment
> Ergonomic and human-centric design
> Enhanced hygiene requirements
P. 27 Sales channels
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Dealer and distributor sales
A distributor or dealer buys our ready-made products without any
specific customer specifications. We keep track of the products
through the dealers or through our service partners who perform
installations, commissioning, warranty activation, service, and main-
tenance. The distributors/dealers sell the solutions to end customers
such as restaurant chains or launderettes.
Customized solutions
The end customer deals directly with us regarding their product
requirements. If needed, we customize their products and agree
on pricing. This can be for single products or full projects. The end
customer places the order with a distributor or dealer who in turn
orders the products from us.
Digital Customer platform
Our dealers and distributors can leverage our Digital Customer plat-
form, launched in 35 countries. This seamless, one-stop, self-service
portal integrates e-commerce, service digitization, and connectivity,
revolutionizing the way our partners interact with us.
Through this platform, partners can effortlessly place orders for
products, consumables, and spare parts, track shipments in real-
time, and access comprehensive documentation. Additionally, they
can digitally manage support cases via a ticketing system.
Direct sales
In specific regions and for large-scale projects, we engage directly
with end customers to finalize specifications and pricing. This
streamlined process ensures we meet their unique needs, particularly
in areas where distribution infrastructure is less developed.
Sales channels
Our products are mainly sold through a global network of dealers and distributors, but also directly
to end customers. The majority of the products sold are replacement products, meaning the end
customer only buys one or a few products to replace existing products. The rest of the sales are
mainly comprised of project sales. These are defined as full installations such as launderettes or
fully equipped restaurant kitchens that need a complete refurbishment, as well as new builds.
P. 28 Customer Care
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Customer care and
service-as-a-solution
At Electrolux Professional Group, we are committed to delivering exceptional
customer experiences throughout the entire lifecycle of our professional equip-
ment. Our customer care offering is more than just support—it’s a comprehensive
service-as-a-solution model designed to maximize uptime, extend product life,
and empower our customers’ operations.
With a presence in over 110 countries, supported by 1,900 service
partners, we offer a unique hybrid model combining the expertise of
our in-house technicians with trusted contracted partners. This en-
sures that no matter where our customers are, they receive top-tier
service.
Key Elements of our Service-as-a-Solution offer
> 7,000 expert technicians across 1,900 authorized service
centers
> Remote diagnostics and support for faster issue resolution
> Genuine spare parts and maintenance kits to ensure
optimal performance
> Eco-certified detergents and consumables that reduce
environmental impact
> Tailored service agreements for preventive and
full-coverage support
> Smart Connectivity to empower customer operations
with real-time insights
> Fast delivery of rigorously tested original accessories
and consumables
Essentia: The core of our customer care
Our customer care offerings are centered
around Essentia and are built on a broad ser-
vice portfolio that reflects our deep expertise as an original equip-
ment manufacturer. The business is designed to ensure high per-
formance and a long service life for our products, while reinforcing
our commitment to sustainability. Through innovative upgrades and
solutions, we help our customers maximize the value of their initial
investment over time.
Tailored service agreements and an extensive technician network
Our flexible service agreements are designed to meet the unique
needs of each customer. Whether it’s preventive maintenance or
comprehensive support, we offer customized packages that ensure
peace of mind throughout the ownership journey. The deep exper-
tise of our in-house technicians and the reach and responsiveness
of our network of trusted, contracted partners, ensures consistent,
high-quality service—wherever our customers are.
Sustainability and reliability
Our consumables and detergents are engineered for high perfor-
mance and environmental responsibility. With eco-certified options
under the Electrolux Professional brand, we help customers:
> Reduce water pollution
> Minimize waste
> Lower energy consumption
Meanwhile, our maintenance and refresher kits help extend the life-
span of equipment, reduce downtime, and support circularity.
Original accessories and consumables: trusted quality
Our maintenance and spare parts kits are designed to ensure opti-
mal performance of equipment under regular use. By following the
recommended maintenance schedule, these kits help extend the
lifespan of our products, keeping operations running smoothly. For
added longevity, our refresher kits breathe new life into older equip-
ment, further enhancing durability.
We ensure quick dispatch of original accessories and consum-
ables that have undergone rigorous testing to guarantee they meet
our high standards for durability and performance. This means our
customers can trust that their equipment will continue to operate at
its best with genuine, expertly crafted parts.
P. 29 Marketing and brands
Global trends
and markets
Introduction
Our strategic foundation
Global trends & our markets
Global external trends
The global professional
equipment industry
Our markets
Diverse customer base
Sales channels
Customer Care
Marketing and brands
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
In order to meet the needs of the market, Electrolux Professional Group holds a port-
folio of 21* distinct brands targeting diverse customers in different parts of the world.
Electrolux Professional is our largest brand, representing around 50% of our sales.
Tailored marketing strategy backed by global strength
Our marketing is tailored to each geography and distribution chan-
nel. Promoting and strengthening the Electrolux Professional Group’s
brands and reputation through a targeted marketing strategy, sup-
ported by a structured sales organization and go-to-market execu-
tion, is a key driver to our success.
Marketing initiatives include brand building, digital marketing,
marketing automation and performance, delivered through a 360
degree and omnichannel execution. We engage with schools and
industry associations, cooperative distributor merchandising, and
industry-level marketing activities.
Brands
Electrolux Professional Group is our corporate brand which we
use when presenting the company to external stakeholders. The
main business brand, the master brand of the Group is Electrolux
Professional, which covers all categories within Laundry, Food, and
Beverage.
In addition to our master brand, we have expert brands focused
on specific markets and categories. These are locally managed
brands with strong category expertise, high brand awareness, and
legacy amongst customers in the local markets and channels. The
corporate brand Electrolux Professional Group represents the entire
Group and clarifies the distinction between the Group as a company
brand and Electrolux Professional as the main business brand. This
approach also supports the development of our other brands.
Marketing and brands
* The Royal Range brand was acquired in 2026
Business segments
Food & Beverage segment 31
Laundry segment 35
P. 31 Business segments
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Food & Beverage operates in the global professional
equipment industry, offering food-service and
beverage equipment and solutions to a wide range
of customers, such as hotels, restaurants, retail points,
schools, and hospitals.
Food & Beverage
Group Food & Beverage net sales per market 2025
Europe
58%
Asia-Pacific,
Middle-East,
Africa
12%
Americas
30%
Highlights 2025
> The first Americas Center of Excellence (CoE) opened in
Vicksburg, Mississippi, showcasing our capability to address
specific foodservice and beverage challenges by integrat-
ing products from various brands into a unified commercial
kitchen solution.
> New CoE in Rotterdam opened its doors in March, a 200
square meter space serving the Benelux region.
> The grand opening of our new Headquarters and Center
of Excellence in downtown Shanghai marks a strategic
move in China.
> Dito Sama, our brand known for planetary mixers, vegetable
slicers, and cutters, celebrated its 80th anniversary.
Organically sales for Food & Beverage increased by 1.1%. The EBITA,
excluding items affecting comparability, amounted to SEK 781m,
corresponding to a margin of 10.7%.
Sales and EBITA margin Food&Beverage, 2025
%SEKm
0
2,000
4,000
6,000
8,000
202520242023
0
5
10
15
20
P. 32 Food & Beverage
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
The total market for food and beverage equipment in 2025 is es-
timated at approximately USD 32bn*. According to our estimates,
the food service and beverage segment normally has a compound
annual growth rate of around 2–4%.
Growth is mainly driven by the increase in GDP and out-of-home
spending, but is also affected by the push for energy efficiency, an
increase in food safety, environmental and food waste requirements.
Furthermore, there is a drive for healthy products and menus, auto-
mation and workforce optimization, product innovation, and a rising
importance of data management and digitalization.
Markets and customers
In Europe, sales are particularly significant in Southern Europe
where we have a strong market position under the Electrolux
Professional brand, in addition to other well-known historical brands
such as Zanussi. We are also strong in this region in the coffee and
beverage segment with UNIC in France and SPM in Italy.
In Asia-Pacific & Middle-East and Africa our strength is in the
high-end project environment. This means we are involved in larger
installations in hotels and restaurants, and projects play a more
important role in this region compared to Europe or the Americas.
Beverage in the Asia-Pacific, Middle-East and Africa region is fo-
cused on the QSR (Quick Service Restaurants) and Convenience
Store segments – building on a strong history in cold beverages in
South-East Asia. In Japan we are a leading player within vacuum
packing for food.
In the Americas our focus within Food & Beverage is on major
chains, fine dining, institutions, and schools.
Food
The food market is seeing an increasing demand for more versatile
food preparation equipment that can prepare a larger variety of
meals. This is mainly due to a reduction in kitchen space and an
increase in menu variety. Also, restaurant owners are looking to re-
duce the number of pieces of equipment used for daily operations,
thus requiring versatile machines.
The economic downturns of recent years have forced many
restaurants to downsize or increase the prices on their menus, as
well as change the composition of their menus to make things
cheaper. Moreover, many restaurants have had difficulties to find
qualified kitchen staff.
Beverage
Growth rates are expected to be high in the beverage industry. This
mainly stems from the impact of seasonal trends, stronger product
diversification, and smaller average equipment size creating more
space for multiple machines that are operated simultaneously.
Key drivers in the professional food and beverage market
Food
USD 26bn
Beverage
USD 6bn
FOOD & BEVERAGE
USD 32bn
* Own company calculations and estimates
Food & Beverage equipment market 2025*
Changing consumer food habits
and delivery models
Restaurant owners have gradually increased the variety in their
menus in response to changing consumer food habits, which de-
mands more versatile kitchen equipment. Furthermore, the take-
away and delivery business models are heavy growth drivers.
Total cost of ownership
and environmental awareness
There is a greater focus on the total cost of ownership as part of a
purchase decision. Cost mainly includes energy, maintenance, and
food-waste related costs, as well as labor costs for operating the
equipment.
Connectivity
Product automation and connectivity will help customers optimize
their workforce and reduce labor costs, thus reducing total cost of
ownership.
New and innovative beverage trends
Customers are moving towards healthier beverage options, and
new and innovative products are emerging. In mature markets par-
ticularly, such as Europe and North America, customers are shifting
toward customized flavored beverages, with an increased demand
for more versatile equipment.
Food and Beverage market size and growth
Within the beverage equipment sector, the market for espresso
equipment has the most attractive medium-term growth outlook,
while the market for non-frozen dispensers represents the largest
sub-segment of the industry. The hot and cold beverage segments
are largely equal in size.
P. 33 Food & Beverage
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Innovative and sustainable solutions
for the food and beverage industry
The future of the planet relies on our ability to create smart solutions that use resources efficiently.
Our solutions ensure that our customers can concentrate on their business, knowing they are doing
everything in a sustainable way. Strategically we are now strengthening our induction offering in
food to increase penetration in mass and premium restaurants and hotels.
Induction cooking technology
by Adventys
Revolutionizing kitchen efficiency, induc-
tion cooking significantly reduces CO
2
emissions compared to other technolo-
gies such as gas since it only uses energy
when the surface is activated. During
2025 the Adventys induction technology
was implemented in the e-XP, thermaline,
and LiberoLight solutions.
e-XP – a new era in modular cooking
With the new e-XP modular cooking range, the future of mod-
ular cooking is taking shape through new solutions designed
to empower creativity and elevate performance.
LiberoLight – compact and flexible cooking
The new LiberoLight offers both cooking and holding solutions.
Its cooking units provide fast, high-performance induction,
while the holding plug-ins keep food warm in an energy-
efficient way. With options like invisible induction, tabletop, and
drop-in units, LiberoLight fits any space and need.
Groen SmartSteam® steamer
The Groen SmartSteam® steamer offers
high performance for low-temperature
cooking with significant lower energy
consumption than previous models. The
SmartSteam® Pro provides enhanced
operational control, supports more effi-
cient workflow, improved profitability, and
sustainable kitchen operations.
Neo-Blue Touch is our energy- and water-efficient undercounter
dishwasher for restaurants, fast-food chains, and bars. With one-
touch operation and an app for cycle selection, it delivers up to
65 baskets per hour while reducing energy, water, and CO
2
.
A smart solution for growth and sustainability.
Hotpack stationary
TOSPACK’s industry-leading vacuum
packer sets a new standard for
countertop machines, enabling warm
food packaging and simultaneous
packing of multiple items. With intu-
itive controls, independent chamber
management, and USB data export,
it combines compact design with
professional-grade performance.
P. 34 Food & Beverage
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Key food and beverage service applications
The key food-service applications of this segment are cooking, refrigeration, dishwashing,
and dynamic food preparation.
Our key products include ovens, blast chillers, cooking ranges, refrigerated cabinets and counters,
freezers, cutters, mixers, dishwashing equipment, and specialty accessories and consumables.
The key beverage applications of this segment consist of equipment for coffee,
espresso, hot, cold and frozen beverages, and soft drink dispensing equipment.
Our key products include, coffee machines for espresso, grinders, hot beverage
dispensers, cold beverage and juice dispensers, frozen drink and soft-serve products.
• Coffee grinders
• Espresso machines
• Hot beverage
dispensers
HOT
• Cold beverage
dispensers
• Cold juice
dispensers
• Beer dispensing
systems
COLD
• Frozen granita
dispensers
• Frozen ice cream
dispensers
FROZEN
• Soft serve
• Soft ice cream
dispensers
SOFT
• Slicers & food
processors
• Vegetable washers
• Spin dryers
• Planetary mixers
• Vacuum packers &
sealers
• Multi-purpose
peeling machines
DYNAMIC FOOD
PREPARATION
• Fryers
• Boiling &
braising pans
• Grills & griddles
• Induction cooking
• Steamers
• Vacuum packing
• Ventilation
equipment
• Modular cooking
ranges and fry tops
• Combi and
Convection ovens
• Made-2-Measure
cooking suites
COOKING
• Refrigerated
cabinets
• Refrigerated
counters
• Saladettes
• Cold rooms
• Blast chillers
REFRIGERATION
Dishwashers:
• Undercounter
• Hood type
• Rack type
• Flight type
• Blow dryer
• Waste and dishware
handling systems
• Accessories
DISHWASHING
• Cabinets and
cupboards
• Work tables and
shelves
STAINLESS STEEL
FABRICATION
Products for food Products for beverage
P. 35 Segment performance 2024
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
The Professional Laundry segment provides solutions
designed for a range of professional users, from
coin-ops, launderettes, and the hospitality industry
to healthcare providers and commercial laundries.
Customers include hospital and hotel laundries,
laundries in apartment buildings, and launderettes.
Laundry
Group Laundry Net sales per market 2025
Europe
61%
Asia-Pacific,
Middle-East,
Africa
23%
Americas
16%
New launch in 2026
> A new laundry platform will be launched in 2026. This
unified modular platform is designed to reduce energy,
water, and detergent consumption, improving customer
productivity, sustainability and connectivity. The new
laundry platform will also target market segments where
Electrolux Professional is not present today.
Organically sales decreased by 0.3%. The EBITA, excluding
items affecting comparability, amounted to SEK 846m, corre-
sponding to a margin of 17.4%.
%SEKm
0
2,000
4,000
6,000
202520242023
0
5
10
15
20
Sales and EBITA margin Laundry, 2025
P. 36 Laundry
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Two major market segments in Laundry
The Laundry segment is divided into two main areas; the first is comprised of customers whose main business
is professional laundry, and the second is made up of customers that consider laundry as a cost center.
• Health care
• Elderly care
CARE
• Building
service
companies
FACILITY
MANAGEMENT
• Marinas
• Sport &
Leisure
• Public
services
• Factories
• Institutions
SPECIAL
ON-SITE
LAUNDRY
• Hotels
• Restaurants
• Catering
HORECA
(HOTELS,
RESTAURANTS,
CATERING)
• Small
hotels/
B&B’s
• Hairdressers
• Beauty
shops
• Sport
centers
SMALL
BUSINESSES
PROFIT CENTER
• Heavy duty
• Commercial
laundries
BUSINESS
TO
BUSINESS
• Dry-clean-
ing shops
(chains and
privately
owned)
BUSINESS
TO
CONSUMERS
• Coin-ops
• Laundrettes
• Camping/
Marinas
SELF-SERVICE
• Apartment
housing
laundry
- route
operations
• Student
houses
• Dormitories
MULTI-
HOUSING
COST CENTER
Sub-segments Sub-segments
The total market for professional laundry equipment is estimated to
be approximately USD 3.7bn* in 2025. The market for global profes-
sional laundry equipment normally has an annual growth of 2%, and
this is expected to continue over the medium term.
Market growth is mainly being driven by a growing population
and increased use of textiles. Over the years we have observed an
increased focus on product sustainability and efficiency, energy
labelling and certification requirements, good ergonomics, and
the demand for appliance innovation and connectivity for better
control, flexibility, and to be able to reduce the cost of labor. While
these trends are evident worldwide, the importance of each varies
from region to region.
As more technologically-advanced equipment is introduced,
major equipment replacement cycles are expected to take place.
As a result of lower ownership costs, customers are expected to
demonstrate more price flexibility.
Customer service and after-market support are key competitive
factors.
Markets and customers
In Europe we are one of the leading laundry equipment players.
In recent years we have seen an increased focus on hygiene, in
particular within elderly care homes and hospitals, which has been
a contributing factor to our sales growth. Additionally we have
experienced a significant growth in coin-op shops thanks to the
convenience and care service provided.
In the Asia-Pacific, Middle-East and Africa region, sales come
from an equal mix of laundrettes, hotels and recreation, and elderly
care homes and hospitals. After the acquisition of TOSEI in 2024,
Japan is the country in the region where we have the largest sales.
Our business in North America has traditionally been heavily
weighted towards laundromats, with good growth in the other
segments too.
Laundry market size and growth
LAUNDRY
USD 3.7 bn
* Own company calculations and estimates.
Laundry market 2025*
P. 37 Laundry
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Innovative and sustainable solutions
for laundry operations
High energy prices are putting pressure on laundromats and businesses with in-house laundry operations to
find cost-effective solutions. Antiquated dryers are among the most energy-consuming appliances, but recent
advancements have made washers and dryers much more efficient. By upgrading to energy-efficient equip-
ment, hoteliers and laundry operators can significantly reduce their operating costs.
The Combo Washer & Dryer
The Combo Washer & Dryer integrates
washing and drying programs into
a single, efficient solution designed
specifically for self-service laundry
environments. It delivers short waiting
times, high-quality results, and an intu-
itive user experience, ensuring smooth
operation for both customers and
operators. By combining two process-
es in one machine, it supports faster
turnover, improved space utilization,
and consistently low running costs. In
addition, we offer the TOSEI Combo
stacked solution, see page 15.
Three ways to save with energy-efficient solutions
1. High-spin washers with heat-pump dryers: These minimize excess
water, reduce drying times, and save energy.
2. Water-saving machines: Intelligent features prevent water wastage and
shorten drying times.
3. Dryers with air conditioning applications: These consume less energy and
have shorter drying cycles, making them twice as fast as traditional dryers.
Our energy-saving laundry solutions are backed by research and advanced
technology. Our advanced solutions help save water, energy, and detergent,
and maintenance contracts ensure efficiency and longevity.
Mimbly - water-recycling
and microplastic filtration solutions
In 2025, Electrolux Professional Group partnered with Swedish
cleantech startup Mimbly to advance water-saving and micro-
plastic filtration technologies. Our collaboration focuses on
co-developing solutions that reduce water consumption, filter
microplastics, and improve energy efficiency. This initiative
supports Electrolux Professional’s commitment to sustainability
and prepares for future regulatory
requirements.
Mimbly has developed a techni-
cal plug-in solution called Mimbox
that lowers water consumption,
filters microplastics down to around
50 micron, and saves energy by re-
taining the water.
The washing
machine's best friend
Washing machines that use automatic
dosing have a significantly longer ser-
vice life. Combined with a preventive
service agreement, the need for service
work is also minimized — not only on
the washing machine but also on other
equipment such as tumble dryers. Older
machines with manual dosing can also
be converted to automatic dosing.
P. 38 Laundry
Business
segments
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Food & Beverage
Laundry
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
The most important products in the segment include equipment for laundry, drying, and ironing.
Our major products are washers, tumble dryers, drying cabinets, ironers, and related specialty accessories and consumables.
• Front-load washers
• Combined washers/dryers
• Efficient dispensing systems
• Barrier washers
• Semi-professional washers
LAUNDRY
• Tumble dryers
• Drying cabinets
• Semi-professional dryers
DRYING
• Ironers
• Finishing machines
IRONING
Key Laundry service applications
Key drivers in the professional
laundry equipment market
Greater environmental
and climate awareness
Many customers want to be able to meet environmental
standards and desire lower water consumption, more
efficient appliances, gentler detergents, and less impact
from chemicals.
Reduced cost of ownership –
especially energy costs
Customers are increasingly looking for equipment that reduces
operating costs. They are focusing more on the total cost of
ownership of equipment rather than the initial investment, for
instance costs for labor, electricity, water, and detergent.
Increased demand for
flexible business models
Functional sales or equipment rentals are gaining traction in
the market. Demand for equipment rental as both a circular
and flexible business model, is rapidly accelerating, particu-
larly in Europe and especially from smaller companies.
Our production
Operational excellence 40
Manufacturing sites 41
P. 40 Our production
Our production
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Operational excellence
Manufacturing sites
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Streamlining of operations
In 2025, we started to streamline operations to improve profitability
and safeguard competitiveness. We are doing this by relocating
coffee production from the factory in Carros, France, to Aubusson,
France, and relocating cooking production from the factory in
Sursee, Switzerland, to mainly Pordenone, Italy.
Purchasing
In 2025, total purchasing accounted for approximately SEK 6.5bn,
50% of which consisted of direct materials such as mechanical ma-
terials, electronic components, and chemical materials. Mechanical
raw material such as steel, aluminum, cast iron, and copper rep-
resented roughly 50% of direct material cost. Indirect material rep-
resents a significant share of overall purchasing covering categories
such as services, logistics, and energy.
Electrolux Professional Group purchases a wide range and large
volumes of raw materials and components from external suppliers
and closely monitors their quality and reliability. The Group works
with approximately 3,300 suppliers. To mitigate potential negative
impacts from price fluctuations and to secure availability, annual or
biannual price agreements are typically negotiated with the main
producers of key raw materials, such as steel.
Direct materials commodity, 2025
Mechanical and
raw material 52%
Electrical &
Electronics 34%
Chemical 14%
Target: Climate-neutral operations
by 2030
Sustainability is a cornerstone of our strategy. In 2025, we reduced
non-renewable energy consumption by 55%, achieving an 92%
share of renewable energy across our operations. We are actively
increasing renewable energy use at our manufacturing sites.
Every manufacturing site follows a systematic approach to
sustainability, focusing on responsible resource use, occupation-
al health and safety, and environmental management. We apply
standardized tools and methods and encourage strong employee
engagement. Reducing waste impact will be a key priority going
forward.
We are committed to providing sustainable solutions throughout
our value chain. This includes using safe materials that pose no risk to
people or the environment, guided by our Restricted Materials List.
Safety is non-negotiable. Each site tracks and reports incidents,
conducts root-cause analyses, and implements corrective actions.
Insights are shared across sites to prevent recurrence, and proactive
measures are taken to eliminate unsafe conditions.
Our goal is for all logistics, manufacturing, and R&D operations
to be certified to ISO standards, including ISO 9001 and ISO 14001,
with some sites also certified to ISO 50001 and ISO 45001. These
certifications reflect our commitment to quality, safety, and sustain-
ability.
Efficiency, flexibility,
and world-class performance
Agility in our supply chain is critical to meeting customer needs
quickly and cost-effectively. We leverage the World-Class
Manufacturing Framework to prioritize actions that deliver measur-
able results in sustainability, customer satisfaction, and cost reduc-
tion. Standardization and modularization enable us to offer high
customization at minimal resource use, creating a leaner and more
responsive production network.
Our ambition remains clear: climate-neutral industrial operations
by 2030. Through continuous improvement and innovation, we are
building a future where operational excellence and sustainability go
hand in hand.
Operational Excellence
– Driving performance and sustainability
At Electrolux Professional Group, operational excellence is at the heart of everything we do.
Our manufacturing units are organized by product category and integrated into each
Business Area to ensure proximity to customer segments and enable agile decision-making
and responsiveness.
Total purchasing, 2025
Direct materials
commodity 50%
Indirect 35%
Other 15%
P. 41 Our production
Our production
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Operational excellence
Manufacturing sites
Our people
Governance & risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Vicksburg
Weidman
Rayong
Shanghai
Ljungby
Vallenoncello
Spilamberto
Sursee
Troyes
Aubusson
Saint-Vallier
Carros
Izunokuni Shizuoka
Seurre
Eastvale
Location
Primary product
category Products produced
Vallenoncello, Italy Food solutions • Refrigeration: counters, cabinets, blast chillers, roll-ins,
saladettes
• Oven range
• Modular cooking: grills, fry tops, braising pans, fryers,
pasta cookers, pans, neutral tops, solid tops, burners,
open bases, induction, hobs
• Dishwashers: hood types, rack types, under counters,
glass washers
Ljungby, Sweden Laundry • Washers
• Dryers
Rayong, Thailand Beverage
Laundry
• Cold beverage and juice dispensers
• Washers
• Dryers: single, stacked
Carros, France Beverage • Espresso coffee machines
Troyes, France Laundry • Washers, ironers
Seurre, France Food technology • Induction cooking technology solutions
Aubusson, France Food solutions • Dynamic preparation: planetary mixers, cutters, peelers,
vegetable cutters, display cooking
Saint Vallier, France Food solutions • Made-to-measure stoves
Location
Primary product
category Products produced
Sursee, Switzerland Food solutions • Modular cooking: grills, fry tops, braising pans, fryers,
pasta cookers, pans, neutral tops, solid tops, burners,
open bases, induction, hobs
• High-capacity cooking: tilting, boiling, and braising pans
• Made to measure stoves
Spilamberto, Italy Beverage • Hot and frozen beverage dispensers
• Soft ice cream dispensers
Shanghai, China Food solutions • Dishwashers: hood types, rack types, under counters,
flight types
• Fry tops
Vicksburg, Mississippi,
United States
Food solutions • Preparation, cooking and washing systems (ware and
vegetable washing)
• Steamers, kettles, and braising pans
Weidman, Michigan,
United States
Food solutions • Refrigeration and preparation tables; standard and
made-to-measure solutions
Izunokuni, Shizuoka,
Japan
Laundry,
Food solutions
• Washers and dryers, mainly for laundromats (Coin-ops)
• Vacuum packing machines such as table-top,
stationary and fully automatic
Eastvale, California, US* Food solutions • Ranges, ovens, fryers and countertop cooking appliances
* US Royal Range plant, acquired in January 2026.
Manufacturing sites
Global
manufacturing sites
Our three largest factories,
Vallenoncello in Italy, Ljungby in
Sweden, and Rayong in Thailand,
produce for the global markets. The other
plants mainly serve regional markets, some
of them with solutions already adapted for
the global markets, with growth potential.
Empowering our people 43
A diverse and inclusive organization 44
Our people
P. 43 Our people
Our people
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Empowering our people
A diverse and inclusive organization
Governance & risk management
FInancial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
At Electrolux Professional Group, our people
are at the heart of everything we do. Their
skills, engagement, and diverse perspectives
are the foundation of our ability to deliver on
our strategy and create long-term value for all
stakeholders. We are committed to enabling a
culture where everyone can thrive, contribute,
and grow.
Our culture and behaviors are shaped by our guiding principles,
which define how we work together and deliver value:
> Be customer obsessed: Our customers are at the heart of
everything we do.
> Build trust: We welcome healthy debates and honest
conversations, value integrity, and learn from our set-backs.
> Be bold: We empower everyone to take action, welcome new
ideas, and embrace cultural differences.
> Act sustainably: We consid-
er the development of our
people to be as important
as preserving our environ-
ment, making decisions that
build a better future.
Number of employees
4,257
Empowering our people:
Building a culture for growth,
engagement, and well-being
Employees by region
Asia-Pacific,
Middle-East,
Africa
21%
Americas
14%
Europe
65%
P. 44 Our people
Our people
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Empowering our people
A diverse and inclusive organization
Governance & risk management
FInancial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
> In September 2025, the Group launched a program to safe-
guard future competitiveness and improve profitability. The
changes affects around 350 employees, adjusting organi-
zational structure and competencies across countries and
functions, and reviewing production locations and roles for
future needs.
Diversity and inclusion, and a wide range of backgrounds and per-
spectives drives innovation and strengthens our company. In 2025,
we continued to advance our diversity agenda through targeted
training courses and events focused on creating inclusive work-
places and clear goals for gender balance. We continue to deliver
Unconscious Bias training in the organization for people leaders
and their team members. A total of 1,068 training completions were
achieved during 2024 and 2025. We are working on enhancing
gender diversity in leadership by strengthening our recruitment and
selection processes through targeted initiatives, including the intro-
duction of a potential-based hiring module for managers, with open
requisitions and structured training for recruiters on the principles
and application of neutral, inclusive job advertising. In 2025, 27% of
our people in leadership roles were women including recent acqui-
sitions, and approximately 29% excluding acquisitions. We remain
committed to a workplace free from harassment and discrimination.
Health, safety, and well-being
The health, safety, and well-being of our people are top priorities.
We have a ‘zero accident’ mindset, with robust health and safety
protocols, regular training, and ISO 45001 certification at our largest
plants. In 2025, our Lost Time Injury Rate (LTIR) was 1.6. We also en-
sure fair and competitive compensation, with all employees covered
by social protection programs and a commitment to equal pay for
equal work.
Engagement and flexible work life
We know that engaged employees are key to our success. Our
annual Employee Engagement Survey reached a 91% participation
rate in 2025, with the satisfaction score rising to 72%. We listen to
A diverse and inclusive organization
our people and act on their feedback, ensuring that every voice is
heard. We also recognize the importance of work-life balance. Our
flexible work arrangements enable eligible white-collar employees
to choose where they work for part of their time, and we encourage
our people to take parental leave and holidays. All employees are
entitled to family-related leave, and we support disconnecting out-
side working hours.
People development: Growing together
Continuous learning is integral to our workplace. The program “Gig
Opportunities” encourages employees to work across functions and
develop new skills, while regular Development Talks focus on per-
sonal and business growth.
At Electrolux Professional Group, we invest in everyone’s growth,
recognizing unique strengths through talent reviews and succession
planning. Leadership development is supported by initiatives like
the Global Leadership Forum, the Group Management mentoring
program, and coaching and partnership with business schools and
AIESEC.
We accelerate the development of our people by creating op-
portunities that stretch their capabilities and align with their growth
potential. This potential is reflected in key qualities we call Potential
Indicators: Growth Mindset & Curiosity, Emotional Intelligence,
Purposeful Ambition, and Cognitive Ability. Our approach is de-
signed to challenge individuals in ways that help them thrive, not
stretch them to the point of failure, so they can fully realize their
potential.
Find out more about our people efforts, data, and performance in
2025 in the Sustainability statement on pages 121-129.
Key ratios, 2025
> 91% participation in the Employee Engagement Survey;
72% satisfaction rate, improvement of 1 percentage point.
> 32% women in the workforce; 27% women in leadership
roles incl. acquisitions, and 29% excl. acquisitions.
> 57% of employees participated in the Development Talk
process, targeted at white-collar employees.
> Average training hours per employee was 17.03.
> Flexible work arrangements and 100% eligibility for
family-related leave.
> Lost Time Injury Rate was 1.6 accidents/1,000,000 work
hours.
Corporate governance
The Corporate Governance Report describes the organizational bodies, rules,
and other governance structures by which the Electrolux Professional Group
is controlled and operated. The Group’s external auditors have reviewed this
report and their opinion has been included in the Auditor’s Report.
Chairman’s comments 46
Corporate governance report 47
Board of Directors 53
Group Management Team 55
Remuneration report 2025 57
Risks and risk management 59
P. 46 Chairman’s comments
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Chairman's comments
Reinforced competitive strength
Despite continued macroeconomic and geopolitical volatility throughout the year, Electrolux
Professional Group has continued to advance and further strengthen its competitive position.
The two main strategic initiatives undertaken during the year relate
to the development of next‑generation products within horizontal
cooking and in laundry. In parallel, the Group has increased oper‑
ational efficiency through the efficiency project, which addresses
both cost reductions and targeted upskilling to support evolving
competence requirements.
From a financial perspective, net sales increased slightly in
comparable currency, while the EBITA margin continued to improve
towards the target ‑ despite the significant depreciation of the US
dollar and the impact of imposed tariffs which had a combined
adverse effect of approximately one percentage point. Cash
generation remained strong, resulting in a reduction of the net debt/
EBITDA ratio.
Kai Wärn, Chairman of the Board
The recently acquired company, TOSEI, experienced weaker
sales growth due to the Japanese market contraction. However, the
company maintained its market share and successfully delivered on
the internally defined synergy targets, supporting a positive mid‑ to
long‑term outlook. At the end of the year, we announced the ac‑
quisition of Royal Range, a US‑based horizontal cooking company
with a strong strategic fit, reinforcing the US horizontal cooking
offering.
On January 28, the retirement of Alberto Zanata was announced.
Alberto Zanata has led the company with great success over the
past 17 years, and the Board extends its sincere appreciation for his
outstanding leadership. At the same time, the Board was pleased
to appoint Paolo Schira as his successor, effective from the Annual
General Meeting on May 5. Paolo brings extensive experience from
both the Food Service and Laundry Service businesses within the
Group.
During the year, twelve Board meetings were held. The annual
Board visit took place in the United States, where members attend‑
ed the food service exhibition in Atlanta and met with key channel
partners. In addition, a visit was made to the Food Center in
Vallenoncello, Italy.
In summary, we are pleased with the continued strengthening of
our strategic position while simultaneously delivering improved op‑
erational and financial performance, despite external headwinds.
Kai Wärn,
Chairman of the Board
We are pleased with the continued
strengthening of our strategic
position while simultaneously
delivering improved operational
and financial performance.
P. 47 Corporate governance report
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Corporate governance report
Good corporate governance is about ensuring that Electrolux Professional Group is managed
as responsibly and efficiently as possible to meet our obligations as a public company, and
also to create value for shareholders in an efficient, responsible, and sustainable manner.
Corporate governance determines how rights and responsibilities are distributed between a
company’s various bodies, in accordance with internal processes and the laws and regulations
in effect.
External and internal rules
The governance of the Group is defined by external and inter‑
nal rules. The external rules comprise the Swedish Companies
Act, Nasdaq Stockholm's Rule Book for Issuers, and the Swedish
Corporate Governance Code (the “Code”), as well as other relevant
Swedish and foreign laws and regulations. The Code is available at
www.corporategovernanceboard.se and describes good practices
in the stock market.
Internal rules consist of the Articles of Association, the Rules
of Procedure of the Board of Directors, the Electrolux Professional
Code of Conduct, policies for information, finance, credit, internal
control, risk management, anti‑corruption, and other group policies.
Application of the Code
Electrolux Professional Group applies the Code without devia‑
tions and did not report any deviations from the Code in 2025.
There were no infringements of applicable stock exchange rules
by Electrolux Professional, and no breach of good practice on
the securities market were reported by the Disciplinary Committee
of Nasdaq Stockholm nor the Swedish Securities Council in 2025.
This corporate governance report has been drawn up as part of
Electrolux Professional Group's application of the Code.
Shares
According to Electrolux Professional's Articles of Association, the
share capital shall not be less than SEK 20,000,000 and not be
more than SEK 80,000,000, divided into not less than 200,000,000
shares and not more than 800,000,000 shares.
Electrolux Professional's registered share capital is
SEK 28,739,745, represented by 287,397,450 shares of which
8,027,292 are Class A shares and 279,370,158 are Class B shares
(as of December 31, 2025), each with a quota value of SEK 0.1.
Nomination Committee
Shareholders at
the Annual General Meeting
Group Management
Internal Audit
External Audit
Remuneration Committee
Audit Committee
Board of Directors
1
2
3
4
5
7
6
Corporate governance structure
P. 48 Corporate governance report
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Each Electrolux Professional Class A share entitles the holder to
one vote and each Electrolux Professional Class B share entitles the
holder to one tenth of a vote at the General Meeting.
The Class B shares of Electrolux Professional are listed on
Nasdaq Stockholm and traded on the Large Cap list.
Since September 2020, Class A shares have been delisted from
trading on Nasdaq Stockholm. Holders of Electrolux Professional
Class A shares have the right to require that Class A shares are con‑
verted to Class B shares. During 2025, 2,045 Class A shares were
converted to Class B shares.
1
Shareholders
The number of registered shareholders as at December 31, 2025 was
40,236. On December 31, 2025, Investor AB was the largest share‑
holder, with a holding corresponding to 32.46% of the votes and
20.51% of the share capital in Electrolux Professional AB. For more
information about the shares and shareholders, see pages 197‑199.
Dividend Policy
Electrolux Professional's target is for the dividend to correspond to
approximately 30% of the income for the period. For the financial
year of 2025 the Board of Directors proposes a dividend to the
shareholders of SEK 0.95 (0.85 for 2024) per share, corresponding to
30% of net income for the year, excluding items affecting compara‑
bility.
General Meeting of shareholders
Pursuant to the Swedish Companies Act, the General Meeting is the
supreme decision‑making body in a Swedish limited liability compa‑
ny, and shareholders exercise their voting rights at such meetings.
The Annual General Meeting (AGM) was held on May 7, 2025 in
Stockholm and in combination with advance postal voting.
The AGM of Electrolux Professional is held annually before the
end of June. In addition to the AGM, Extraordinary General Meetings
(EGM) can be convened when required. The General Meetings are
held in the municipality of Stockholm, where the company's regis‑
tered office is located. The date and place of the AGM is communi‑
cated on the company's external website no later than the publica‑
tion of the quarterly report for the third quarter.
At the AGM, shareholders of Electrolux Professional resolve on
several matters, including confirmation of income statements and
balance sheets, the disposition of the company's profit or loss, dis‑
charge of liability for the members of the Board and the President
and CEO, composition of the Nomination Committee, election of
members of the Board (including the Chairman of the Board) and
auditor, remuneration for the members of the Board and auditor, as
well as guidelines for remuneration for the President and CEO and
other senior executives.
The shareholders of Electrolux Professional also resolve on other
matters that are important to the company, for example any changes
to the Articles of Association, at the General Meeting.
Shareholders who wish to have a matter dealt with must submit
a written request to the Board to that effect. The request must have
been received by Electrolux Professional no later than seven weeks
prior to the General Meeting.
The next AGM will be held on May 5, 2026, in Stockholm.
2
Nomination Committee
At the Annual General Meeting held on May 7, 2025, the current in‑
struction for the Nomination Committee was adopted which applies
until a new instruction is adopted by the Annual General Meeting.
The Nomination Committee shall comprise of five members. The
members should be one representative of each of the four larg‑
est shareholders, in terms of voting rights, that wish to participate
in the Committee, together with the Chairman of the Electrolux
Professional Board. The composition of the Nomination Committee
shall be based on the ownership as of the last banking day in
August in the year prior to the AGM based on reliable shareholder
information which is provided at such time. The names of the repre‑
sentatives and the names of the shareholders they represent shall
be announced as soon as they have been appointed. If the share‑
holder structure changes during the term of office of the Nomination
Committee, the composition of the Nomination Committee may
be adjusted accordingly. Changes in the composition of the
Nomination Committee shall be published as soon as any such
changes have been made.
The Nomination Committee's task includes preparing
a proposal to the next AGM
The Nomination Committee's task is to propose Board members and
auditors as well as remuneration for these to the AGM.
The Audit Committee assists the Nomination Committee in pre‑
paring proposals for auditors, and the Nomination Committee's pro‑
posal includes the Audit Committee's recommendation on the elec‑
tion of auditors. The Nomination Committee's proposals are publicly
announced no later than on the date of notification of the AGM.
Shareholders may submit proposals for nominees to the Nomination
Committee.
The Chairman of the Board conducts a yearly evaluation of the
Board by way of a survey to the Board members and subsequent
discussions, to assess the Board's composition, qualifications, effi‑
ciency, and work procedures. The conclusions are presented to the
Nomination Committee.
On this basis and if deemed appropriate after subsequent dis‑
cussions and interviews, the Nomination Committee determines
whether the existing Board should be strengthened with additional
expertise or if there are any other reasons to make changes to the
composition of the Board. In making such determinations and (if
applicable) evaluating potential new candidates for the Board, the
Nomination Committee takes into consideration the objective to
achieve a gender balance in the Board. The Nomination Committee
applies rule 4.1 of the Swedish Code as its diversity policy.
P. 49 Corporate governance report
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
The Nomination Committee considers that the Board of Directors
demonstrates breadth and diversity, as reflected, among other fac‑
tors, in age, nationality, educational background, gender, experi‑
ence and competencies. Among the Board members elected by the
Annual General Meeting in 2025, five nationalities are represented,
and three of the eight Board members elected (37.5%) are women.
In addition, the Nomination Committee takes into consideration
the need to ensure that the independence requirements of the
Swedish Code are met. These requirements stipulate that at least the
majority of Board members must be independent from the Company
and its management, and that at least two (from such majority) are
also independent of Electrolux Professional's largest shareholders.
The Nomination Committee also takes into account any proposals
it receives about the composition of the Board that may have been
suggested by other shareholders.
The Nomination Committee's proposal and opinion are pub‑
lished at the latest when the notice is issued. The Nomination
Committee for the 2026 AGM is based on the ownership structure
as of August 31, 2025, and was announced in a press release on
September 18, 2025. The Nomination Committee members are:
> Petra Hedengran, Chairman, appointed by Investor AB
> Jan Dworsky, appointed by Swedbank Robur Funds
> Anders Hansson, appointed by AMF Pension och Fonder
> Jesper Wilgodt, appointed by Alecta
> Kai Wärn, Chairman of the Board of Electrolux Professional AB
3
Board of Directors
The Board of Directors has the overall responsibility for Electrolux
Professional's organization and administration. The duties of the
Board of Directors are set forth in the Swedish Companies Act,
the company's Articles of Association and the Code. In addition,
the work of the Board of Directors is governed by the Rules of
Procedure of the Board of Directors, adopted annually by the
Board. The instructions for the Board of Directors govern, among
other things, the division of work and responsibility between the
Board of Directors, its Chairman, and the President and CEO, and
specify financial and sustainability reporting procedures for the
President and CEO. The Board of Directors also adopts instructions
for the Board committees.
Composition and Independence of the Board of Directors
According to Electrolux Professional's Articles of Association, the
Board of Directors shall be comprised of no less than three and no
more than nine members, with no more than three deputy members,
elected by the shareholders at the AGM. In addition and by law,
employee organizations are entitled to appoint employee represen‑
tatives.
The Board of Directors currently comprises eight members elect‑
ed by the 2025 AGM for a term of office extending until the close of
the 2026 AGM, with no deputies, as well as two ordinary members
and two deputies appointed by Swedish employee organizations.
The AGM elects the Chairman of the Board. Directly after the
AGM, the Board holds a meeting for formal constitution at which the
members of the committees of the Board are elected. The Chairman
of the Board of Electrolux Professional is Kai Wärn. All current mem‑
bers of the Board are non‑executive members.
According to the Code, the majority of the Board members ap‑
pointed by the General Meeting must be independent in relation to
the company and its Group Management Team. No more than one
Board member elected by the General Meeting may be a member
of the Group Management Team of the company or a subsidiary.
At least two of the Board members that are independent in relation
to the company and the Group Management Team must also be
independent in relation to the major shareholders of the company.
According to the Code, a major shareholder is a shareholder that
directly or indirectly controls 10% or more of the shares or votes
in the company. Independence is assessed by the Nomination
Committee.
The Board is considered to be in compliance with relevant
requirements for independence. All Directors apart from Daniel
Nodhäll are considered to be independent. Daniel Nodhäll is
considered to be independent in relation to the company and the
Group Management Team, but not in relation to major shareholders
of Electrolux Professional.
Information on Board diversity is provided on pages 48 and 73,
as well as in the Board members’ presentation on pages 53–54.
Management of the company's affairs
The Board of Directors is responsible for the organization of
Electrolux Professional and the management of the company's affairs.
The Board's tasks include adopting strategies, targets, business plans,
budgets, interim reports, year‑end financial statements, and poli‑
cies. The Board of Directors is also required to monitor the compa‑
ny's financial and sustainability performance and to ensure that the
company has good internal control, including formalized routines to
ensure that approved principles for financial and sustainability report‑
ing and internal control are applied, and that reports (financial and
sustainability‑related) are produced in accordance with legislation,
applicable accounting and sustainability standards, and other re‑
quirements for listed companies. Furthermore, the Board of Directors
decides on major investments and changes in the organization and
operations of the Group. The Board of Directors is responsible for
regularly evaluating the work of the President and CEO.
Moreover, the Board of Directors is to ensure that there is a satis‑
factory process for monitoring the company's compliance with laws
and other regulations relevant to operations, as well as the applica‑
tion of internal guidelines, and to evaluate operations on the basis
of the objectives and policies set by the Board of Directors.
The Board of Directors is also tasked with identifying how sus‑
tainability issues impact risks to, and business opportunities for,
the company, and defining appropriate guidelines to govern the
company's conduct in society with the aim of ensuring its long‑term
value creation capability. The Board shall ensure that the company
has formalized procedures to ensure that the established principles
for sustainability reporting are complied with and that Electrolux
Professional's sustainability reporting is prepared in accordance
with laws and applicable Sustainability standards. Read more in
the General Information section in the Sustainability statements on
pages 71–88.
The Chairman of the Board of Directors leads and organizes
the work of the Board, ensures that the Board fulfills its tasks, and
ensures that the Board's decisions are implemented. The Chairman
of the Board of Directors shall, together with the President and CEO,
monitor the company's performance and prepare and chair Board
meetings. The Chairman is also responsible for ensuring that the
Board members evaluate their work each year and continuously
Gender diversity, the Board*
Women, 37. 5 %Men, 62.5%
* as elected by AGM 2025, excluding employee representatives
P. 50 Corporate governance report
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
> Corporate efficiency
program as communicated
on September 2
receive the information necessary to effectively perform their tasks.
The Chairman represents the company in relation to its shareholders.
The Group's external auditors report to the Board as necessary,
but at least once a year. A minimum of one such meeting is held with‑
out the presence of the President and CEO, or any other member of
the Group Management Team. The external auditors also attend the
meetings of the Audit Committee. The Audit Committee reports to the
Board after each of its meetings. Minutes are taken at all meetings
and are made available to all Board members and to the auditors.
The work of the Board in 2025
In 2025, the Board held twelve meetings, nine of which were held
either as physical meetings or by video conference meetings. Three
meetings were held per capsulam. The attendance of each Board
member at these meetings is stated in the table on pages 53–54.
All scheduled Board meetings during the year followed an
agenda, which, together with the documentation for each item on
the agenda, was sent to Board members in advance of the meet‑
ings. Ordinary Board meetings usually last for half a day to one
entire day in order to allow time for presentations and discussions.
Electrolux Professional's General Counsel serves as the secretary
at the Board meetings. Each scheduled ordinary Board meeting
includes a review of the Group's results and financial position, as
well as the outlook for the forthcoming quarters, as presented by
the President and CEO. The meetings also deal with investments,
credit limits, and other matters that are to be submitted to the
Board under the Rules of Procedure or the company's policies. The
Board decides on all capital investments exceeding SEK 25m and
receives reports on all investments exceeding SEK 10m. Finally, in
most scheduled Board meetings a business area or strategic item is
presented and reviewed.
In addition to the priorities illustrated on this page, the Board’s
focus in 2025 included follow‑up on strategic plans across each
Business Area, AI and digital transformation and the continued de‑
velopment of the sustainability strategy and reporting processes.
Evaluation of the Board of Directors
The Board evaluates its work annually with regard to working pro‑
cedures, the working climate, and the focus of the Board's work.
This evaluation also focuses on access to, and requirements for,
special competencies on the Board. The evaluation is a tool for the
development of the Board work and also serves as input for the
Nomination Committee's work.
Each year, the evaluation of the Board is initiated and led by the
Chairman of the Board. Evaluation tools include questionnaires and
discussions. In 2025, Board members responded to written ques‑
tionnaires. The evaluations were subsequently discussed individually
and at a Board meeting. The result of the evaluations was presented
to the Nomination Committee.
Board remuneration
The AGM determines the compensation for the Board of Directors
for a period of one year until the next AGM. The compensation is
distributed between the Chairman, other members of the Board,
and remuneration for committee work.
The remuneration for the Board was approved at the AGM 2025.
Total compensation to the non‑executive Board members in 2025
amounted to SEK 7.4m, of which SEK 6.5m included ordinary com‑
pensation and SEK 0.9m was for committee work.
The Annual General Meeting 2025 resolved on fees to the Board
of Directors in accordance with the Nomination Committee's pro‑
posal: yearly fee to the Chairman of the Board of Directors of SEK
1,925,000 and SEK 640,000 to each of the other Directors appoint‑
ed by the Annual General Meeting not employed by Electrolux
Professional. In addition to these fees, the Annual General Meeting
resolved on an additional fee of USD 4,000 per meeting to be paid
to each Director who resides outside Europe for attendance at ordi‑
nary physical Board meetings in Sweden or Italy. Fees for committee
work for the members who are appointed by the Board of Directors
were approved as follows:
SEK 233,000 to the Chairman of the Audit Committee, SEK 150,000
to each of the other members of the Audit Committee, SEK 150,000
to the Chairman of the Remuneration Committee, and SEK 110,000 to
each of the other members of the Remuneration Committee.
The compensation paid in 2025, presented in detail in Note 26
of the Financial report, refers to compensation until the AGM in 2025
and three quarters of the compensation authorized by the AGM in
2025.
4
Board committees
According to the Swedish Companies Act and the Code, the Board
of Directors shall institute an audit committee and a remuneration
committee. The majority of each committee's members are indepen‑
dent in relation to the company and its Group Management. For the
Audit Committee, at least one of the members who is independent
in relation to the company and its Group Management team is also
to be independent in relation to the company's major shareholders.
> Q1 quarterly financial
statements
> Update of key strategic initiatives
> Group STI and LTI 2025 Targets
> AGM preparations
> Q4 quarterly and year‑end
financial statements
> Approval of 2024 Annual
Report
> Q2 quarterly financial statements
> Budget 2026
> Board work evaluation
> Q3 quarterly financial
statements
J
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y
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e
r
> Board trip to USA including
visit to NAFEM trade fair
> Minority investment in
Mimbly AB, as communicated
on November 6
> Acquisition of the Assets of
Royal Range, as communi‑
cated on November 11
> AGM, statutory board
meeting
> Green Financing
Framework,
communicated June 11
P. 51 Corporate governance report
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
The Group Management Team holds monthly meetings online,
and quarterly in‑person meetings lasting two or three days, to re‑
view the previous month's results, update forecasts and plans, and
discuss strategic issues.
Key focus areas for the Group Management Team during 2025
> Continued development of the strategic plans in the Business
Areas
> Cost savings, restructuring, and upskilling of the organization to
meet the future demands
> Management of business and financial impact resulting from US
tariffs and geopolitical challenges
> Digital transformation and AI adoption
> Continued development of sustainability strategy including devel‑
opment of products with less impact on the environment
> Development of People & Succession Pipeline strength
Management changes
During 2025, the General Counsel Carolina Tendorf, decided to
leave the company. After a thorough recruitment process, Cecilia
Swolin was appointed General Counsel. She joined the company on
October 1, 2025 and replaced Carolina Tendorf as General Counsel
as of November 1, 2025.
6
Auditors
The 2025 AGM re‑elected Deloitte AB for the period up to and in‑
cluding the 2026 AGM. Jonas Ståhlberg, authorized public accoun‑
tant and a member of FAR (the professional institute for authorized
public accountants in Sweden), is the auditor‑in‑charge. For specifi‑
cation of remuneration to auditors refer to Note 12.
Deloitte provides an audit opinion regarding Electrolux
Professional AB, the financial statements of the majority of its sub‑
sidiaries, the consolidated financial statements for the Electrolux
Professional Group, the sustainability statements and the admin‑
istration report of Electrolux Professional AB. The auditors also
conduct a review of the interim report for the second quarter. The
audit is conducted in accordance with the Swedish Companies Act,
International Standards on Auditing (ISA), and generally accepted
auditing standards in Sweden. Audits of local statutory financial
statements for legal entities outside of Sweden are performed as re‑
quired by laws or applicable regulations in each country, including
issuance of audit opinions for the various legal entities.
7
Internal Audit
The internal audit function (Group Internal Audit) strengthens the
organization's ability to create, protect, and sustain value by provid‑
ing the Board and management with independent, risk‑based, and
objective assurance, advice, insight, and foresight.
Group Internal Audit assignments are conducted according
to a risk‑based plan developed annually and approved by the
Audit Committee. The audit plan is derived from an independent
risk assessment conducted by Group Internal Audit to identify and
evaluate risks associated with the execution of the Group's strat‑
egy, operations, and processes. The audits are executed using a
methodology for evaluating the design and implementation of in‑
ternal controls to ensure that risks are adequately addressed, and
processes operate efficiently. Opportunities for improving the effec‑
tiveness of the governance, internal control, and risk management
processes identified in the internal audits are reported to manage‑
ment for action. A summary of audit results is provided to the Audit
Committee, as is the status of management's implementation of
agreed actions to address findings identified in the audits.
The Head of Group Internal Audit reports to the Audit Committee
and is managed administratively by the CFO.
The major tasks of these committees are preparatory and ad‑
visory, but the Board may delegate decision‑making powers on
specific issues to the committees. The issues considered at com‑
mittee meetings shall be recorded in minutes of the meetings and
continuously reported to the Board of Directors. The members and
Chairmen of the committees are appointed at the statutory Board
meeting following the election of Board members by the AGM. The
Board has also determined that issues may be referred to ad hoc
committees dealing with specific matters.
Audit Committee
The main tasks of the Audit Committee are to oversee the process
of Electrolux Professional's financial and sustainability related
reporting, internal control, and internal audit in order to secure the
quality of the Group's external reporting. The Audit Committee is also
tasked with supporting the Nomination Committee with proposals
when electing external auditors. During 2025 the Audit Committee
has closely followed the work related to sustainability reporting.
The Audit Committee consists of the following three Board
members: Hans Ola Meyer (Chairman), Josef Matosevic and Daniel
Nodhäll. The external auditors report to the Committee at each
ordinary meeting. The President and CEO, CFO, Head of Group
internal audit, and General Counsel participated in all the Audit
Committee meetings in 2025. During 2025 the Audit Committee held
five meetings. Attendance is shown in the table on pages 53–54.
Remuneration Committee
One of the Remuneration Committee's primary tasks is to pro‑
pose guidelines for the remuneration of the members of the Group
Management Team. The Committee also proposes changes in re‑
muneration of the President and CEO, for resolution by the Board,
and reviews and resolves on changes in remuneration of other
members of the Group Management Team as proposed by the
President and CEO.
The Remuneration committee consists of the following three
Board members: Martine Snels (Chairman), Kai Wärn, and Daniel
Nodhäll. The Chief Human Resources Officer participated in the
meetings and was responsible for the meeting preparations and
taking minutes.
During 2025 the Remuneration Committee held four meetings,
three of which were held either as physical meetings or online. One
meeting was held per capsulam. Attendance is shown in the table
on pages 53–54.
5
Group Management Team
The Group Management Team currently includes the CEO and elev‑
en members. The President and CEO is appointed by, and receives
instructions from, the Board of Directors. The President and CEO, in
turn, appoints other members of the Group Management Team and
is responsible for the ongoing management of the Group in accor‑
dance with the Board's guidelines and instructions.
CEO
Our organization
Business Area
Food Europe
Finance
Communications,
Investor Relations,
Brand &
Digital Marketing
IT & Digital
Transformation
Human
Resources
Business Area
Food Americas
Business Area
Laundry
Business Area
Beverage &
Food Preparation
Business Area
Food APAC & MEA
Legal
Operations &
Innovation
Competence Center
P. 52 Corporate governance report
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Internal control over financial reporting
Electrolux Professional uses the COSO framework (Committee of
Sponsoring Organizations of the Treadway Commission) as a basis
for internal control over financial reporting. The processes for inter‑
nal control, risk assessment, control activities, information and com‑
munication, and monitoring regarding the financial reporting are
designed to ensure reliable overall financial reporting and external
financial statements in accordance with IFRS, applicable laws and
regulations, and other requirements. This process involves the Board
of Directors, the Audit Committee, the Group Management Team,
and all employees.
Control environment
The Board has overall responsibility for establishing an effective
system of internal control. The Audit Committee regularly reviews
and evaluates the adequacy of the internal control framework. It
monitors control deficiencies identified within the Group's internal
control environment and oversees implementation of action plans
if applicable. The CEO and the Group Management Team have the
ultimate responsibility for internal controls within their areas of re‑
sponsibility.
All entities within the Group must maintain adequate internal
controls. As a minimum requirement, control activities should ad‑
dress key risks identified within the Group. Limits of responsibilities
and authorities are provided in the Delegation of Authority Policy,
manuals, policies, and procedures and codes, including the Code
of Conduct, the Group Workplace Policy, and the Group Anti‑
Corruption Policy, as well as in policies for information and finance,
and in the Accounting Manual. Together with laws and external
regulations, these internal guidelines form the control environment,
and all Electrolux Professional employees are accountable for com‑
pliance.
Risk assessment
Risk assessment is the assessment of risks in the various processes
and data points that feed into the Company's financial reports. This
includes identifying risks of not fulfilling the fundamental criteria,
i.e., completeness, valuation, existence and occurrence, rights and
obligations, and presentation and disclosure of significant accounts
in the financial reporting for the Group, as well as the risk of loss or
misappropriation of assets and potential fraud.
Control activities
Control activities aim to mitigate the risks identified and ensure ac‑
curate and reliable financial reporting as well as process efficiency.
Control activities include ongoing evaluations, self‑assessments,
and internal audit to ascertain whether the components of internal
control are present and functioning.
Information and communication
Information and communication within the Group regarding risks
and controls helps to ensure that the right business decisions are
made. Guidelines for financial reporting are communicated to em‑
ployees, for instance by ensuring that manuals and policies are
published and accessible through the Group‑wide intranet.
Monitoring
Monitoring and testing of control activities is performed periodically
to ensure that risks are properly mitigated. The effectiveness of con‑
trol activities, as measured by self assessment, is monitored con‑
tinuously at three levels: Group, legal unit, and process. Monitoring
involves both formal and informal procedures applied by manage‑
ment, process owners, and control operators, including reviews of
results in comparison with budgets and plans, analytical procedures
and key performance indicators, and self‑assessment results.
Internal audit independently evaluates the design and imple‑
mentation of controls based on the audit scope, and proactively
proposes improvement to the control environment. Controls that
have failed must be remediated. Management establishes and im‑
plements action plans to correct weaknesses. The Audit Committee
reviews, evaluates, and monitors the internal control process for
financial reporting.
Responsible for internal control
Board of Directors
Review, evaluate, and monitor the adequacy and coherence of the internal control framework
Audit Committee
Provide leadership and direction to local management and review the effectiveness of internal control
Group Management
Internal Control Function Local and Functional Management Internal Audit
Coordinate and provide support for
internal control self assessment
process and reporting to Group
Management and Audit Committee
Independently evaluate the efficiency
and effectiveness of internal control
Perform and
manage internal
controls
Internal control
self assessment
Support Audit
P. 53 Board of directors
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Board of
Directors*
KAI WÄRN KATHARINE CLARK SHANNON GARCIA JOSEF MATOSEVIC HANS OLA MEYER
Position & year elected
Chairman of the Board of
Directors and Board member
since 2019. Member of the
Remuneration Committee.
Board member since 2020. Board member since 2025. Board member since 2023.
Member of the Audit Com‑
mittee.
Board member since 2019.
Chairman of the Audit
Committee.
Year of birth
1959 1979 1980 1971 1955
Nationality
Swedish British American American Swedish
Education
M.Sc. in Mechanical
Engineering, KTH Royal
Institute of Technology,
Stockholm, Sweden.
B.Sc. (Hons) Business Informa‑
tion Systems Management,
Bournemouth University, UK.
Professional Diploma, Char‑
tered Institute of Marketing, UK.
Studies in communication at
Campbell University and in
business administration at
Medaille College.
B.Sc. in Mechanical
Engineering from Bayerische
Julius‑Maximilian’s Universität
in Würzburg, Germany.
B.Sc. in Economics and
Business Administration
from Stockholm School of
Economics, Sweden.
Other board assignments
Board member of Sandvik
AB, SunStreet Energy AB, and
Comparsio AB.
‑ Chair‑Elect at the Women’s
Foodservice Forum
(non‑profit).
– –
Current and previous positions
Previously CEO and President
Husqvarna AB, Partner at IK
Investment Partners Norden
AB, President and CEO of Seco
Tools AB, various positions
within ABB.
President at Apollo Fire
Detection Group. Previous‑
ly VP BD, Innovation and
Sustainability at Gunnebo, VP
Commercial Development/
CCO, Assa Abloy Opening
Solutions EMEIA.
President Global Markets &
Global Chief Operations Offi‑
cer of Pizza Hut, Yum! Brands.
Previously President, Siren
Retail & SVP, U.S. and other se‑
nior positions within Starbucks
Corporation and Senior Vice
President, U.S. Business Olive
Garden as well as various
senior positions within Darden
Restaurants Inc.
Managing Director at Revolent
Capital Solutions. Previously
President and CEO, Helios
Technologies, Executive Vice
President and Chief Operating
Officer and interim President
and CEO of Welbilt, Inc., Exec‑
utive Vice President of Global
Operations at The Manitowoc
Company, Inc., Executive Vice
President of Global Operations
Oshkosh Corporation, as well
as various executive positions
with Wynnchurch Capital.
Previously CFO, Senior Vice
President Controlling and
Finance at Atlas Copco AB.
Independence
Independent in relation to
the company and the Group
Management Team as well as
the company’s major share‑
holders.
Independent in relation to
the company and the Group
Management Team as well as
the company’s major share‑
holders.
Independent in relation to
the company and the Group
Management Team as well as
the company’s major share‑
holders.
Independent in relation to
the company and the Group
Management Team as well as
the company’s major share‑
holders.
Independent in relation to
the company and the Group
Management Team as well as
the company’s major share‑
holders.
Shareholding at February 28, 2026
104,000 Class B shares and
778,816 call options issued by
Investor AB entitling him to the
right to purchase Electrolux
Professional B shares.
9,000 Class B shares. – – 9,000 Class B shares.
Board meeting attendance
12/12 12/12 7/7 12/12 12/12
Committee meeting attendance
4/4 Remuneration Committee 5/5 Audit Committee 5/5 Audit Committee
Shannon Garcia was elected May 7, 2025. Lorna Donatone declined re‑election at the AGM on May 7, 2025. Lorna Donatone attended 4/5 board meetings, and 2/2 Audit committee meetings. *All information as of February 28, 2026.
P. 54 Board of directors
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
DANIEL NODHÄLL MARTINE SNELS CARSTEN VOIGTLÄNDER
Position & year elected
Board member since 2019. Mem‑
ber of the Remuneration Commit‑
tee and the Audit Committee.
Board member since 2019. Chairman
of the Remuneration Committee.
Board member since 2019.
Year of birth
1978 1969 1963
Nationality
Swedish Belgian German
Education
M.Sc. in Economics and
Business Administration,
Stockholm School of
Economics, Sweden.
M.Sc. Industrial engineering, K.U.
Leuven, Campus Geel, Belgium.
Studies in mathematics, Universiteit
Antwerpen, Belgium. Advanced
Finance, London Business School,
England. Finance for non‑financials,
Singapore Institute of Management,
Singapore. B2B Marketing, Vlerick
Business School, Belgium.
Degree in Mechanical
Engineering, Technical University
of Braunschweig, Germany.
Doctoral Degree/Dr.‑Ing.,
Process Engineering, Technical
University of Braunschweig,
Germany. Advanced Manage‑
ment Programme, INSEAD.
Other board assignments
Board member of AB Electrolux
and Husqvarna AB.
Board member of SIG Group AG,
member of the Audit Committee
and member of the Nomination
and Governance Committee, Board
member of Prodrive Technologies
Group B.V.
Board member of BBC Group
AG. Non‑Executive Director of
INNIO Group, OIKOS Interna‑
tional and STULZ GmbH. Mem‑
ber of the Foundation Board of
Friedhelm Loh Stifung. Member
of the Supervisory Board of Testo
Management SE.
Current and previous positions
Head of Listed Companies at
Investor AB.
CEO and owner of L’Advance B.V.
Previous Non‑Executive Director of
Resilux NV and Member of the Su‑
pervisory Board of Vion Food Group
NV. Previous Board member of Urus
Group LLC. Previous member of
the Executive Board of GEA Group
AG and various positions within
FrieslandCampina NV, including
Chief Operating Officer in the Board
and Executive Director Ingredients.
CEO and owner of Voigtlaender
Board Advisory. Previously CEO
of Vaillant Group.
Independence
Independent in relation to
the company and the Group
Management Team, but not in
relation to the company’s major
shareholders.
Independent in relation to
the company and the Group
Management Team as well as
the company’s major share‑
holders.
Independent in relation to
the company and the Group
Management Team as well as
the company’s major share‑
holders.
*Shareholding at February 28, 2026
33,000 Class B shares. 10,000 Class B shares 10,000 Class B shares
Board meeting attendance
11/12 12/12 11/12
Committee meeting attendance
4/4 Remuneration committe
5/5 Audit committe
4/4 Remuneration Committee
JOACHIM NORD
Position & year elected Board member since
2019. Employee representative of the Council for
Negotiation and Cooperation (PTK).
Year of birth 1966 Nationality Swedish
Shareholding 130 Class B shares.
PER MAGNUSSON
Position & year elected Deputy Board member
since 2023. Employee representative of the
Swedish Confederation of Trade Unions (LO).
Year of birth 1964 Nationality Swedish
Shareholding* –
JENS PIERARD
Position & year elected Board member since
2023. Employee representative of the Swedish
Confederation of Trade Unions (LO).
Year of birth 1968 Nationality Swedish
Shareholding –
HELEN ÅKERMAN
Position & year elected Deputy Board member
since 2024. Employee representative of Unionen.
Year of birth 1982 Nationality Swedish
Shareholding –
P. 55 Group Management Team
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Group Management Team*
ALBERTO ZANATA PAOLO SCHIRA
CAMILLA MONEFELDT
KIRSTEIN
BO ERICKSON PHILIPPE ZAVATTIERO RICHARD FLYNN
Position
President and Chief Executive
Officer since 2009. **
President Business Area
Laundry, since 2022. **
President Business Area Food
Europe since 2023.
President Business Area Food
Americas, since January 1,
2025.
President Business Area
Beverage and Food Prepara‑
tion, since 2021.
President Business Area Food
APAC and MEA since 2022.
Year of birth
1960 1975 1972 1981 1961 1980
Nationality
Italian Italian Norwegian American French British
Education
Master’s degree in Electronic
Engineering with Business
Administration, Padua
University, Italy.
Master’s Degree, Engineering,
University of Trieste, Italy.
Master's degree in Industrial
Economics, Norwegian
University of Science and
Technology. Master's degree
in Operational Research,
London School of Economics
and Political Science.
Bachelor's degree in
Marketing and Finance,
Marquette University, USA.
Master’s Degree of
Engineering, National Institute
Polytechnique of Grenoble,
France. Master’s degree
ESSEC Business School Paris,
France.
Business management,
University of Gloucestershire,
England.
Other assignments
– – – – Board member of Institut Paul
Bocuse, France.
–
Previous positions
Head of Professional
Products, Executive Vice
President within the Electrolux
Group.
Most recently SVP & GM
Commercial Organization
Europe. Various senior posi‑
tions within the Professional
Products business area of the
Electrolux Group, including
SVP Business Development
and Vice President Business
Unit Laundry.
Recently President Personal
Protection Equipment Division
at Hultafors Group. Previously
Executive Vice President
Snickers Workwear and
Fristads AB. Various manage‑
ment positions at Oriflame
Cosmetics, SAS Group,
K‑World, and Management
consultant at McKinsey &
Company.
Most recently Group President
of Pentair’s Commercial Water
Solutions with responsibilities
for industry leading brands
like Manitowoc Ice, Everpure
Filtration, and KBI Beverage
Services.
SVP & GM Europe Electrolux
Professional, SVP of the
Commercial Organization
Europe within the Professional
Products business area of the
Electrolux Group.
Most recently, since 2021 SVP
& GM Commercial Organiza‑
tion APAC & MEA. Previously
Sales Director Chains, APAC
& MEA. Various roles within
Electrolux Professional in
Europe and Asia.
Shareholding at
February 28, 2026
211,236 Class B shares. 36,256 Class B shares. – – 43,448 Class B shares. 14,964 Class B shares.
* All information as of February 28, 2026.
** On January 28, 2026, the Board appointed Paolo Schira as new
President and CEO of Electrolux Professional Group, effective from
the Annual General Meeting (AGM) May 5, 2026. Alberto Zanata
will retire in connection with the AGM on May 5, 2026.
P. 56 Group Management Team
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
FABIO ZARPELLON CARLO MARIO CARONI PIA HOVLAND CECILIA SWOLIN JACOB BROBERG GUILHEM SENEGAS
Position
CFO since 2009. COO (Operations & R&D)
since 2014 (Operations) and
2019 (R&D) respectively.
Chief Human Resources
Officer since 2020.
General Counsel,
since November 1, 2025.
Chief Communication and
Investor Relations Officer
since 2019.
Chief Information Officer and
Head of Digital Transforma‑
tion, since 2020.
Year of birth
1967 1968 1965 1978 1964 1975
Nationality
Italian Italian Swedish Swedish Swedish French
Education
Degree, Business Administra‑
tion, Ca´Foscari University of
Venice, Italy.
Master's degree in Mechani‑
cal Engineering in Economics
and Management, Politecnico
di Torino, Italy.
Bachelor’s degree in
Computer Science, Stockholm
University, Sweden.
Master of Laws (LL.M.),
University of Gothenburg.
B.A., Political Science and
Economics, Lund University,
Sweden.
Master's degree in Engineering
from CentraleSupelec, Paris
and MBA from Le Collège des
Ingénieurs, Paris.
Other assignments
President La Vela srl. Board member of Fondazione
Ergo.
– – Chairman of the Board of
Stiftelsen Svenska Dagbladet,
Board member SIRA Swedish
Investor Relations Association.
–
Previous positions
CFO of Professional
Products within the Electrolux
Group.
SVP Global Operations within
the Professional Products
business area of the Electrolux
Group.
Various senior HR positions
in Britannia Airways, Effnet
Group and Electrolux includ‑
ing SVP HR, Communications
& Continuous Improvement
in Business Area Europe at
Electrolux Group.
General Counsel at Northvolt
AB, various senior legal roles
at Elekta AB, including Head
of Legal, Managing Director
at Elekta Instrument AB, as‑
sociate at Cederquist law firm
and Mannheimer Swartling
law firm.
Most recently, since 2019
SVP Investor Relations and
Corporate Communications
in Electrolux Professional.
Previously SVP Corporate
Communications and Investor
Relations, Cloetta AB.
Various Senior IT roles for
bioMérieux & Mérieux
Nutrisciences, IT consultant
for Capgemini.
Shareholding at
February 28, 2026
44,711 Class B shares. 27,352 Class B shares. 27,543 Class B shares. – 25,788 Class B shares. 5,859 Class B shares.
Change in Group Management: Carolina Tendorf was Group Counsel until October 31, 2025 and was
succeeded by Cecilia Swolin on November 1, 2025. Carolina Tendorf left the company on December 31, 2025.
P. 57 Electrolux Professional Group remuneration report 2025
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Electrolux Professional Group remuneration report 2025
Introduction
This report describes how the guidelines for executive remunera‑
tion of Electrolux Professional AB, adopted by the Annual General
Meeting 2024, have been implemented in 2025. The report also
provides information on remuneration for the President and CEO.
The report has been prepared in accordance with the Swedish
Companies Act and the Rules on Remuneration of the Board and
Executive Management and on Incentive Programs, issued by the
Stock Market Self‑Regulation Committee.
Further information on executive remuneration is available in
Note 26 (Employees and personnel costs) on pages 181–184 of the
2025 Annual and Sustainability Report. Information on the work of
the Remuneration Committee in 2025 is set out in the corporate
governance report available on page 51 of the 2025 Annual and
Sustainability Report.
Remuneration of the Board of Directors is not covered by this re‑
port. Such remuneration is resolved annually by the Annual General
Meeting and disclosed in Note 26 on page 182 of the 2025 Annual
and Sustainability Report.
Key business developments in 2025
The President and CEO summarizes the company's overall per‑
formance in his statement on pages 5–6 of the 2025 Annual and
Sustainability Report.
Group remuneration guidelines: scope, purpose, and deviations
A prerequisite for the successful implementation of the Group's busi‑
ness strategy and safeguarding of its long‑term interests, including
its sustainability, is that the Group can recruit and retain qualified
personnel. To this end, the Group must offer competitive total remu‑
neration in relation to the country or region of employment of each
Group Management member. The Group's remuneration guidelines
enable the company to offer executives a competitive total remu‑
neration. Under the remuneration guidelines, executive remunera‑
tion shall be on market terms and may consist of the following com‑
ponents: fixed cash compensation, variable compensation, pension
benefits, and other benefits.
Variable compensation consists of both short‑term cash com‑
pensation and long‑term, share‑related or cash‑based compensa‑
tion. The guidelines are found in the administration report on pages
68‑69 of the 2025 Annual and Sustainability Report. During 2025,
the Group has complied with the applicable remuneration guide‑
lines adopted by the Annual General Meeting. No deviations from
the guidelines have been decided and no derogations from the
procedure for implementation of the guidelines have been made.
The auditor's report regarding the Group's compliance with the
guidelines is available on www.electroluxprofessional.com/corporate.
No remuneration has been reclaimed.
Table 1 – Total remuneration of the President and CEO in 2025 (SEK thousand)¹
Fixed compensation
Variable
compensation
SEK thousand
Fixed cash
compensation³
Other
benefits⁴
One-year
variable
Multi-year
variable⁵
Extraordinary
items
Pension
expense⁶
Total
remuneration
Proportion of fixed and
variable remuneration
Alberto Zanata
8,080 401 1,395 4,759 0 682 15,317 Fixed 60%
(President and CEO)² Variable 40%
1) The table reports compensation earned in 2025 (irrespective of whether payments have been made in the same year), except for multi‑year variable compen‑
sation which reports what was vested in 2025 (settlement in first quarter of the following year).
2) The remuneration of the President and CEO is defined in EUR. The presented remuneration in SEK is therefore impacted by the currency exchange rate.
3) The annual fixed salary includes annual base salary, vacation salary, paid vacation days, and fixed non‑compete components.
4) Company car and medical insurance.
5) Vested 2023 long‑term incentive plan.
6) Pension expense, consisting of defined contributions in accordance with Italian practice, has been counted entirely as fixed remuneration.
Table 2 – Share-based remuneration (for the President and CEO)
Information regarding the reported financial year
Opening
Balance
(Jan 1, 2025) During the year
Closing balance
(Dec 31, 2025)
The main conditions of share award plans
Shares awarded
(maximum outcome)
Perfor-
mance
outcome
(%)
Shares vested
(actual outcome)
Plan
Performance
period
Award date
(grant date)
Vesting
end date
Share awards
held at the
beginning of
the year
No. of
shares
Value (SEK
thousand,
based on
market
share price)
No. of
shares
Value (SEK
thousand
based on
market
share price
at vesting
date)
Awards
forfeited
(based on
perfor‑
mance
outcome)
Awards
subject to
vesting
(based on
perfor‑
mance
outcome)
LTI 2023
Jan 1 – Dec 31,
2023
May 5, 2023 Dec 31,
2025
74,598 0 0 63% 74,598 4,759 0 0
LTI 2024¹
Jan 1 – Dec 31,
2024
May 10,
2024
Dec 31,
2026
51,936 0 0 50% 0 0 51,872 51,936
LTI 2025¹
Jan 1 – Dec 31,
2025
May 10,
2025
Dec 31,
2027
0 130,697 7,675 46% 0 0 71,034 59,662
1) After the close of the financial year, it was announced that Alberto Zanata will retire effective 5 May 2026. Under the LTI plan rules, he is entitled to a prorated
allotment of shares from LTI 2024 and LTI 2025, which will be settled in 2026. The table above reflects the conditions as of 31 December 2025
P. 58 Electrolux Professional Group remuneration report 2025
Corporate
governance
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2025
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Share-based remuneration
The aim of Electrolux Professional's long‑term incentive plans (LTI) is
to attract and retain competent senior employees, and to increase
the commitment and the motivation of the program participants.
The plans have been designed to align management incentives
with shareholder interests.
During 2025, the company had three ongoing long‑term incen‑
tive plans (LTI 2023, LTI 2024 and LTI 2025) for senior managers and
key employees, including the President and CEO. All programs run
over a three‑year vesting period including a one‑year performance
period. The allocation of shares in the 2023 program is determined
by the position level and the outcome of three objectives: (i) earn‑
ings per share, (ii) operating cash flow after investments and (iii)
CO₂ emission reduction. The allocation of shares in the 2024 & 2025
programs is determined by the participant's position level and the
outcome of three objectives: (i) earnings per share, (ii) return on net
assets and (iii) CO₂ emission reduction.
Performance outcome of the objectives in the three plans is de‑
termined by the Board after the expiry of the respective one‑year
performance period for each program.
Allocation of shares is based on performance, and performance
objectives are linear from minimum to maximum. If the maximum
is reached or exceeded, 100% of the maximum granted shares to
each participant will be allocated. If the performance is below the
maximum level but exceeds the minimum level, a proportionate
allocation of shares will be made. No allocation will be made if
performance does not reach the minimum level. The shares will be
allocated after the vesting period free of charge except for tax lia‑
bilities.
If a participant's employment is terminated during the respective
three‑year vesting period of each program, the participant will be
excluded from the program and will not receive any shares or other
benefits under the program. However, in certain instances, including
a participant's death, disability, retirement, or the divestiture of the
participant's employing company, a participant could be entitled to
reduced benefits under the program.
All programs comprise Class B shares. Additional information
about the outstanding LTI programs can be found in Note 26 in the
Annual and Sustainability Report 2025.
Application of performance criteria
The performance measures for the President and CEO's variable
compensation have been defined to deliver the Group's strategy
and to encourage behavior that is in the long‑term interest of the
Group. The strategic objectives and short‑term and long‑term busi‑
ness priorities for 2025 have been taken into account in the defini‑
tion of performance measures.
Descriptions of how the performance measures for payment of
variable short‑term and long‑term compensation have been ap‑
plied during the financial year are set out in Tables 3(a) and 3(b) on
this page.
Table 3(a) – Performance of the President and CEO in the reported financial year: variable short-term cash compensation
Description of the performance criteria
related to the remuneration component
Relative weighting of
the performance criteria
a) Measured performance
b) Actual award/remuneration outcome
Alberto Zanata
(President and CEO)
Group EBITA margin (%)
1
55% a) 12.13%
b) SEK 442 thousand
Group net sales growth (%)
2
15% a) 0.87%
b) SEK 178 thousand
Group operating working capital (%)
3
15% a) 16.25%
b) SEK 428 thousand
Group customer care, net sales growth (%)
4
15% a) 1.52%
b) SEK 346 thousand
1) Year‑on‑year EBITA margin in %, adjusted to 2025 budget FX/exchange rate in SEKm. EBITA is defined as EBIT (absolute) plus amortization, excluding effects of
acquisitions and divestments not anticipated at the time of budget setting.
2) Year‑on‑year External Net Sales growth in %, adjusted to 2025 budget FX/exchange rate in SEKm, excluding effects of acquisitions and divestments.
3) Operating Working Capital (OWC) (excluding factoring contributions) divided by External Net Sales. OWC is determined as the 12‑month average of Accounts
Receivables (excluding factoring contributions), Inventory, and Accounts Payable, all adjusted to the average FX/exchange rate for 2025. External Net Sales
are also adjusted to the average FX/exchange rate for 2025, with the effects of acquisitions and divestments excluded.
4) Year‑over‑year External Net Sales growth in %, adjusted to 2025 budget average FX/exchange rate in SEKm, excluding effects of acquisitions and divestments.
Table 3(b) – Performance of the President and CEO in the reported financial year: variable long-term share-based compensation
Name of plan
Description of the performance criteria
related to the remuneration component
Relative weighting of
the performance criteria
a) Measured performance
b) Actual award/remuneration
outcome
Alberto Zanata
(President and CEO) LTI 2025¹
Earnings per share
2
50% a) SEK 3.16
b) 23,525 shares
Return on net assets
3
30% a) 16.34%
b) 9,998 shares
CO₂ emission reduction
4
20% a) 737 m tons
b) 26,139 shares
1) After the close of the financial year, it was announced that Alberto Zanata will retire effective 5 May 2026. Under the LTI plan rules, he is entitled to a prorated
allotment of shares from LTI 2025, which will be settled in 2026. The table above reflects the conditions as of 31 December 2025.
2) Income for the period (attributable to equity holders of Electrolux Professional) divided by the weighted average number of basic shares outstanding during
the period.
3) Annualized operating income (EBIT) expressed as a percentage of average net assets, all periods at historical FX/exchange rates. Return on net assets shall
be adjusted for acquisitions/divestments of operations.
4) CO₂ emission reduction refers to Year‑on‑Year greenhouse gas reductions measured in absolute values within the following areas: (i) Scope 1 and (ii) Scope 2,
in accordance with the Greenhouse Gas (GHG) Protocol.
Table 4 – Comparative information on the change of remuneration and company performance
Actual Value and Annual Change
1
2025 2024 2023 2022 2021
President and CEO Remuneration in kSEK (change in %)
2
15,317 (–4%) 15,984 (–4%) 16,599 (+46%)
3
11,331 (‑9%) 12,453
Group EBITA in SEKm (change in %)⁴
1,529 (+3%) 1,481 (+11%) 1,330 (+16%) 1,146 (+72%) 665
Average remuneration on a full‑time equivalent basis of employees of
the parent company, Electrolux Professional AB in kSEK (change in %)
5
580 (+4,9%) 553 (+0,2%) 552 (+2%) 539 (+10%) 489
1) The table presents the actual value for the reported financial year and, in parentheses, the change vs the previous year.
2) The remuneration of the President and CEO is defined in EUR. The presented remuneration in SEK is therefore impacted by the currency exchange rate.
3) The increase in 2023 compared to 2022 is due to the vesting of the first LTI program (LTI 2021) in Electrolux Professional AB.
4) EBITA adjusted to the budget foreign exchange rates, excluding acquisitions and costs for acquisitions not anticipated at the time of budget setting, and items
affecting comparability.
5) Total remuneration, excluding Board members and members of the Group Management Team, of Electrolux Professional AB.
Risk and risk management
Electrolux Professional Group is an international company which means
that we are exposed to strategic, operational, and financial risks at a
micro and macro level. Risks are managed through a systematic risk
management framework to enhance resilience and empower the Group
to achieve its goals.
P. 60 Risk and risk management
Risk and risk
management
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2024
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Risk Governance
Electrolux Professional's Board of Directors has the ultimate respon-
sibility for risk oversight. The Enterprise Risk Management (ERM)
governance structure is based on the three lines of defense model,
which determines the roles, responsibilities, and relationships be-
tween risk management functions.
The President and CEO, Group Management, Business and
Group functions form the first line of defense with ownership of risks,
ensuring monitoring of risks, and the responsibility for addressing
risk.
The role of the second line of defense, fulfilled by the ERM Board
is to provide risk management oversight, support, facilitation, and
consultation. The ERM Board oversees and facilitates Electrolux
Professional Group’s ERM activities, ensuring that they are conduct-
ed in a holistic and proactive manner, to strengthen the develop-
ment of integrated risk assessment processes, thus supporting the
achievement of the Group’s strategic goals. The ERM Board consists
of the President and CEO, the Group CFO, the General Counsel, and
the Group Risk Manager.
Internal audit is the third line of defense. It provides independent
assurance by evaluating the effectiveness and efficiency of the
Group’s risk governance model and risk management processes,
including the implementation of internal control and other risk miti-
gation actions.
Electrolux Professional Group transfers certain risks to estab-
lished and internationally recognized commercial insurance mar-
kets. Further actions are also taken to reduce insurable risks as part
of the Group’s loss prevention strategy, to reduce the potential for
significant losses, and to ensure the Group’s ability to produce and
deliver to customers without interruptions.
Risk Governance
3
rd
line of defense
Independent assurance
2
nd
line of defense
Risk Management oversight, support, facilitation,
and consultation
1
st
line of defense
Ownership of risk taking and
addressing risk
Compliance/LegalRisk Management
President and CEO and
Group Management
Audit Committee
Board of Directors
ERM Board
Business and
Group functions
Internal Audit
Enterprise Risk Management
The purpose of the Enterprise Risk Management (ERM) process is to
proactively manage risks that have the greatest potential to impact
Electrolux Professional Group’s ability to fulfill the company’s mis-
sion, strategy, and business goals. The foundation for the ERM pro-
cess is bi-annual workshops with Group Management and Business
Area Management Teams as well as continuous support for risk
mitigation actions.
ERM objectives and process
> Promote integration of risk management processes with business
strategy, project management processes, and decision making.
> Ensure continuity and transparency in methodology, assessment,
and management processes.
> Establish appropriate, consistent, and transparent risk coordina-
tion and accountability for risk mitigation.
Identified risks are assessed by management teams through a
combination of potential impact on the company and current level
of risk management. This assessment determines the degree of
materiality for each risk, which in turn sets the prioritization for
risk mitigation and guides identification of appropriate actions to
improve the specific risk management. The process setup ensures
strong risk ownership and highlights the ability to act to improve risk
management as the core component in the ERM process.
Risk materiality scale
Low Moderate Substantial Critical
P. 61 Risk and risk management
Risk and risk
management
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2024
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Materiality Risk Risk Management
Economic climate Demand for Electrolux Professional Group's products depends on the
general economic climate within the professional equipment industry, which
in turn is affected by macroeconomic factors in the countries and regions
where the Group conducts operations, including the rate of growth in the
global and local economy.
Strategic risks are managed through the normal course of business, i.e. strategic
plans and business decisions taken by the Board of Directors, the Group
Management Team, and management teams throughout the Group.
Political instability Market accessibility is impacted by geopolitical decisions, aggressions, sanctions,
export controls, etc. as well as the general prevailing political discourse, e.g.
globalization or protectionism, including introduction of tariffs and other import
or export duties which ultimately affect the costs and/or legal possibilities to do
business in certain areas of the world, as well as general supply and demand.
Close monitoring of the political developments in countries with political and
other exposure. Readiness to adapt and act to ensure viability and continuity
of business.
Climate change Climate change is expected to drive global geographic shifts affecting tourism/
business travel, and is a chronic physical risk. In a 4-degree climate change
scenario, a large part of our customer base could become exposed to significant
risks due to climate change in 2050. Geographic shifts in global tourism/business
travel could have a financial impact in terms of reduced demand for products
and a shift to new geographies towards the higher latitudes, unless we keep
up with this shift in demand. A shift in peak season tourism to shoulder seasons
could open up future business opportunities and increase sales in these currently
off-peak seasons.
Read about actions taken in the Sustainability report on pages 96–104.
Strategic risks
Strategic risks relate to macro-economic factors and geopolitical conditions resulting in changes in
the business environment that potentially have a significant effect on operations and business objectives.
Read about climate scenario analysis in Note 31 on pages 186–187.
Risks
The Group’s most significant strategic, operational, financial, and sustainability risks
are described on the following pages.
Low Moderate Substantial Critical
P. 62 Risk and risk management
Risk and risk
management
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2024
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Materiality Risk Risk Management
Manufacturing The Group has 15 (January 2026) manufacturing plants in eight countries and
manufacturing is a chain of processes. Fire, natural disasters, extreme weather
conditions, epidemics, pandemics, systems failure, mechanical failure, or equip-
ment failure could affect the Group's manufacturing capacity.
Any extensive outages or disruptions due to such events could have an adverse
effect on the Group's business and financial position.
Disruption to the Group's manufacturing capacity in operations and supply chain
due to extreme weather events has been identified as a changed physical risk.
Electrolux Professional's manufacturing and supplier sites may become increas-
ingly affected by extreme weather events in the coming years.
Manufacturing units continuously monitor the production process, test the safety
and quality of products, conduct risk assessments, and train employees.
The Group works in a structured manner to ensure the health and well-being
of its employees and regularly assesses and manages health and safety risks
in operations.
Manufacturing sites are surveyed annually through a group-wide loss prevention
standard which includes risk management, emergency procedures, business con-
tinuity, and security. The program ensures continuous improvement and sharing
lessons learned between sites.
The Group has transferred part of its property damage and business interruption
risks to the direct insurance market.
The long-term view of the location of sites is managed through strategic plans
and business decisions taken by the Board of Directors, the Group Management
Team, and management teams throughout the Group. Read more about produc-
tion and logistics on pages 40–41.
Supply chain Manufacturing depends on the availability and timely supply of components
and raw materials, sourced and purchased primarily from external suppliers.
A shortage of electronics and raw materials poses risks related to product costs
and timely delivery to customers.
Some key parts and customized components are available only from a single
supplier or a limited group of suppliers and there is a risk that the Group will
be unable to obtain these products for a certain period, which could have an
adverse effect on the Group's ability to manufacture single types or categories
of products within a reasonable time or at an acceptable cost. Potentially
increased costs for materials, energy, and transportation as a knock-on effect of
carbon pricing has been identified as a climate change transition risk.
Proactive efforts are being made to establish a robust and flexible supply chain
with multiple sourcing that complies with laws and the Group's business princi-
ples, which is having a positive effect. We perform regular supplier audits and
continuous monitoring of supplier performance and financial stability, and long-
term agreements are in place with single-source suppliers. In addition, we are
establishing more dual-sourcing for key components and raw materials.
Products Most of Electrolux Professional Group's products and product lines are subject
to regulations that set out basic health and safety requirements applicable to
products released onto the market. Should any of the Group's products have
defects that lead to serious accidents or ill-health when used, there is a risk that
competent authorities could decide to prohibit sales, require recall of the product
from the market, or provide warning information. Such market interventions and
any product liability claim from contracting parties or third parties could have
an adverse effect on the Group's business, reputation, results of operations, and
financial position.
The Group aims to ensure customer safety and reduce risks by focusing on
product safety during the product development phase and the manufacturing of
its products. Tests are performed on products during the manufacturing process
as well as through field tests at customer sites. The Group also uses third-party
laboratories to review products from a safety standpoint. In recent years we
have started to perform ergonomic certifications on certain products (ERGO-
CERT). The Group has transferred part of its product liability risk to the direct
insurance market.
Operational risks
Operational risks stem from business operations and have a potential impact on the Group’s financial position
and performance. Risks are mainly associated with the development, design, and manufacturing of the Group’s
products, the supply chain, and sales of products and services worldwide.
Read about climate scenario analysis in Note 31 on pages 186–187.
Low Moderate Substantial Critical
P. 63 Risk and risk management
Risk and risk
management
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Chairman’s comments
Corporate governance report
Board of Directors
Group Management Team
Remuneration report 2024
Risk and risk management
Financial and sustainability
information
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Materiality Risk Risk Management
Legal and
compliance
Electrolux Professional Group conducts its business in many jurisdictions with
different legislation, rules, and regulations. Non-compliance with trade compli-
ance rules, product certification requirements, privacy rules, and so on could
result in fines and penalties, trade restrictions, and reputational impact.
In addition to the Code of Conduct, the Group has issued policies and pro-
cedures on legal compliance that are applicable to all employees world-wide.
The procedures are regularly reviewed and followed up, and whistleblowing
procedures have been implemented. Regular training is held for relevant
employees (face-to-face, via video or e-learning).
IT systems and
cyber security
The Group is dependent on information technology and systems. Cyber security
risks are increasing globally, and the risk of a cyber intrusion is continuously on
the rise. A cyber security breach could disrupt manufacturing processes and IT
systems, which could impact the Group's financial position and result.
The Group has an IT security strategy including information security policies and
procedures, and IT General Controls (ITGC). There are different levels of access
controls for internal employees and contractors, and regular vulnerability testing
is carried out. Internet security training for employees is conducted regularly. The
system landscape is based on well-proven products and market-leading service
providers. There is a designated Chief Information Security Officer function at
Group level.
Human resources A prerequisite for the successful implementation of the Group's business strategy
and safeguarding of its long-term interests, including its sustainability, is that the
Group can recruit and retain qualified personnel. Difficulties in recruiting and
retaining qualified personnel could result in a diminished competitive edge and
increased costs.
To offer attractive positions and personal and professional development, a good
working environment and competitive compensation and benefits are prioritized
within the Group. Salaries and other conditions are adapted to the market and
linked to business priorities. The Group strives to maintain good relationships with
unions.
Financial risks
The Group is exposed to several risks from liquid funds, trade re-
ceivables, borrowings, commodity prices, tax, foreign exchange etc.
These risks are categorized as financial risks, some of which are
presented below. More information about financial risks and man-
agement of the risks can be found in Note 1 Accounting Principles
on page 150, Note 2 Financial risks on page 152, and Note 17 Trade
receivables on page 168.
Foreign exchange risk
Electrolux Professional's solutions and products are manufactured
in fifteen (January 2026) facilities located in eight countries around
the world and sold in approximately 110 countries. Accordingly, the
Group is exposed to currency risks. Foreign exchange risk is defined
as the risk that fluctuations in currency exchange rates have a neg-
ative impact on the Group's financial position, profitability, or cash
flow and includes transaction exposure and translation exposure.
Credit risk
Credit risk on financial transactions is the risk that the counterparty
is not able to fulfill its contractual obligations related to the Group's
investments of liquid funds and derivatives. Credit risks also arise in
connection with trade receivables. Electrolux Professional's client
base is characterized by a mix of repeat customers, such as dis-
tributors, and one-time customers, as well as multi-operator stores
or spare-part customers. If Electrolux Professional is unable to fully
collect its trade receivables from major customers, the Group's result
would be adversely affected.
Interest-rate risk
Interest-rate risk refers to the adverse effects of changes in interest
rates on the Group's income. The main factor determining this risk is
the interest-fixing period. In 2025, the Group's average interest-
fixing period was 1.2 years.
Tax risk
The Group is comprised of subsidiaries that are subject to taxa-
tion in approximately 30 jurisdictions. There is a risk that Electrolux
Professional's understanding and interpretation of tax laws, tax
treaties, and other provisions are not correct in all aspects. There is
also a risk that tax authorities in the relevant jurisdictions make as-
sessments and decisions that differ from Electrolux Professional's un-
derstanding and interpretation, which could negatively impact the
Group's tax expense and effective tax rate. In addition, valuation of
deferred taxes is based on projections of future taxable income and
there is a risk that changes in assumptions or erroneous estimates
result in significant differences in the valuation of deferred taxes.
Sustainability risks
Electrolux Professional Group's global operations expose the Group
to risks related to sustainability factors such as environmental im-
pact, human rights, employment conditions, and corruption. These
risks could arise in several phases of the value chain, such as in pur-
chasing and sales, and also in connection with third-party service
partners providing preventive and corrective maintenance services
to end customers.
Countries are increasingly adopting new rules and regulations
aimed at imposing mandatory rules on sustainability-related areas,
particularly in human rights and modern slavery. Failure to comply
with standards and regulations on the work environment, anti-cor-
ruption, human rights, and business ethics could have an adverse
effect on the Group's reputation, results of operations, and financial
position.
Operational risks, continued
Low Moderate Substantial Critical
Financial and
Sustainability information
Administration report 65
Sustainability statement 70
Financial statements 142
Notes 150
The Board’s assurance 188
Auditor’s report 189
P. 65 Administration report
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditors report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Administration report
The Board of Directors and President and CEO of Electrolux
Professional AB (publ), corporate identity number 556003-0354 and
registered office in Stockholm, Sweden , hereby submit the Annual
and Sustainability report and Consolidated accounts for the finan-
cial year January 1, 2025 to December 31, 2025.
Information on operations
Production
On December 31, 2025, Electrolux Professional Group’s production
units operated through fourteen manufacturing sites, organized
mainly by product category to ensure proximity and agility to serve
customer needs. All manufacturing sites commit to a systematic
approach for the responsible use of resources, occupational health
and safety, and environmental management. Our factories are
specialized by product categories, with food and laundry plants
producing the majority of the appliances to order, while for the
beverage plants there is a mix between make-to-order and make-
to-stock.
Significant events during
the financial year
New energy-saving solutions at NAFEM 2025
At the “NAFEM 2025 show” in Atlanta, the largest food equipment
exhibition in the US, new, fully electric steamers, which are focused
on reducing energy and carbon emissions were presented.
New Group brand tagline introduced
The new Group brand tagline, ‘Meeting needs beyond tomorrow’
was introduced.
Shannon Garcia new Board member
At the Annual General Meeting on May 7, Shannon Garcia, was
elected new Board member.
Green Finance framework
A Green Finance Framework was established to further integrate
the Group’s climate change mitigation ambition into its financing
structure.
Gold medal in EcoVadis sustainability ratings
Electrolux Professional Group was awarded gold medal in the
EcoVadis Sustainability Ratings. This recognition places the company
in the top 5% of companies assessed globally.
One of the World’s 500 Best Companies for Sustainable Growth
For the second year, the Group was named one of the World’s 500
Best Companies for Sustainable Growth 2026 by TIME and Statista.
Program to streamline operations
To safeguard future competitiveness and improve profitability, the
Group announced on September 2, the implementation of cost
saving measures and streamlining of operations.
Refinancing
A refinancing and upsizing of a syndicate revolving credit facility
was presented.
New General Counsel
Cecilia Swolin was appointed General Counsel, succeeding
Carolina Tendorf who left the company at the end of 2025.
Investor Day
The investor Day was held in Stockholm focusing on the strategic
roadmap to unlock profitable growth and the road to 15% EBITA
margin, as well as new product launches in Food and Laundry.
P. 66 Administration report
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditors report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Conversion of shares
According to Electrolux Professional AB's Articles of Association,
owners of A shares have the right to convert such shares to
B shares. Conversion reduces the total number of votes in the
company. 2,045 shares were converted during 2025. On December
31, 2025, the company’s registered share capital amounted to
SEK 28,739,745, represented by 287,397,450 shares of which
8,027,292 were Class A shares and 279,370,158 were Class B shares.
The total number of votes amounted to 35,964,307.8.
Financial targets
Electrolux Professional Group’s financial targets are as follows:
> Organic sales growth – Annual growth of more than 4% over time,
complemented by valueaccretive acquisitions.
> EBITA margin – EBITA margin of 15%.
> Operating working capital – Operating working capital below 15%
of net sales.
> Net debt/EBITDA – Leverage ratio below 2.5x Net debt/EBITDA.
Higher levels may be temporarily acceptable in the event of ac-
quisitions, provided there is a clear path to deleveraging.
> Dividend policy – Approximately 30% of net income.
Operational and financial review
Net sales
Net sales for 2025 amounted to SEK 12,169m (12,583) a decrease
of 3.3% compared to the same period last year. Organically, sales
increased by 0.5% while Adventys contributed a further 0.2%.
Currency had a negative effect of 4.0%.
Sales of Food & Beverage increased organically by 1.1%. Sales of
Laundry decreased organically by 0.3%.
Geographically, sales increased organically by approximately
3% in Europe, but declined by 2% in the Americas, and by 4% in
Asia-Pacific, Middle East and Africa. The US Food & Beverage mar-
ket was soft at the end of the year, and the Japanese market was
soft throughout the year.
Changes in net sales
% 2025 2024
Organic growth* 0.5 –0.1
Acquisitions* 0.2 7.2
Changes in exchange rates –4.0 –0.9
Total –3.3 6.2
* Alternative performance measures are explained on pages 195–196.
Operating income and EBITA
Operating income excluding amortization of intangible assets
(EBITA) and items affecting comparability amounted to SEK 1,470m
(1,461), corresponding to a margin of 12.1% (11.6). Currency transac-
tions had a negative effect on the EBITA margin. EBITA also includes
an acquisition cost of SEK 10m. Operating income includes a cost of
SEK 235m in items affecting comparability related to an efficiency
program. Operating income amounted to SEK 1,016m (1,231), corre-
sponding to a margin of 8.4% (9.8).
Performance per segment
The Group’s operations are reported under two reportable seg-
ments, Food & Beverage and Laundry.
Food & Beverage
Sales for Food & Beverage were SEK 7,317m (7,585), a decrease
of 3.5% compared to last year. Organically sales increased by 1.1%
(–2.7) and changes in exchange rates had an effect of –5.0% (-1.0).
Operating income excluding amortization of intangible assets
and items affecting comparability (EBITA) amounted to SEK 781m
(808), corresponding to a margin of 10.7% (10.6). Operating income
amounted to SEK 450m (637), corresponding to a margin of 6.2% (8.4).
Key ratios Food & Beverage performance
SEKm 2025 2024 Change,%
Net sales 7,317 7,585 –3.5
Organic growth, % 1.1 –2.7 –
Acquisitions, % 0.4 3.3 –
Changes in exchange rates, % –5.0 –1.0 –
EBITA* 618 808 –23.5
EBITA margin, %* 8.4 10.6 –
EBITA excl items affecting com-
parability*
781 808 –3.3
EBITA margin, % excl items
affecting comparability*
10.7 10.6
Operating income* 450 637 –29.4
Operating margin, %* 6.2 8.4 –
* Alternative performance measures are explained on pages 195–196.
Laundry
Sales for Laundry were SEK 4,852m (4,998), a decrease of 2.9%
compared to last year. Organically, sales decreased by 0.3% (4.5)
and changes in exchange rates had an effect of –2.6% (-0.6).
SEKm
Total net sales
0
3,000
6,000
9,000
12,000
15,000
20252024202320222021
SEKm
EBITA and EBITA margin
0
300
600
900
1,200
1,500
20252024202320222021
%
EBITA EBITA margin, %
0
3
6
9
12
15
EBITA margin excluding items
affecting comparability, %*
* Includes items affecting comparability of SEK –35m in
2022, and SEK –235m in 2025.
SEKm
Operating cash flow after investments
0
500
1,000
1,500
2,000
20252024202320222021
P. 67 Administration report
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditors report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Operating income excluding amortization of intangible assets
(EBITA) and items affecting comparability amounted to SEK 846m
(811), corresponding to a margin of 17.4% (16.2). Operating income
amounted to SEK 725m (752), corresponding to a margin of 14.9%
(15.0).
Key ratios Laundry performance
SEKm 2025 2024 Change,%
Net sales
4,852 4,998 –2.9
Organic growth, % –0.3 4.5 –
Acquisitions, % – 14.2 –
Changes in exchange rates, % –2.6 –0.6 –
EBITA 777 811 –4.3
EBITA margin, % 16.0 16.2 –
EBITA excl items affecting com-
parability
846 811 4.4
EBITA margin, % excl items
affecting comparability
17.4 16.2
Operating income 725 752 –3.6
Operating margin, % 14.9 15.0 –
* Alternative performance measures are explained on pages 195–196.
Seasonal variation
No seasonal variations exist.
Financial net
Net financial items amounted to SEK –82m (–133). The finance net is
lower due to lower debt and currency impact.
Income for the period
Income for the period was SEK 736m (803), corresponding to SEK
2.56 (2.79) in earnings per share. Income tax for the period amount-
ed to SEK –198m (–295). The effective tax rate was 21.2% (26.8).
Group common cost
Group common cost was SEK –159m (–159).
Cash flow
Operating cash flow after investments amounted to SEK 1,303m
(1,548). Cash flow was lower mainly due to lower EBITA, and in-
creased capital expenditures related to product innovation projects.
Operating working capital
Operating working capital as a percent of annualized net sales was
16.3% compared to 16.4% at the end of 2024.
Financial position
Net debt
As of December 31, 2025, Electrolux Professional Group had a
financial net debt position (excluding lease liabilities and provisions
for post-employment provisions) of SEK 1,238m compared to
SEK 2,090m as of December 31, 2024. Lease liabilities amounted to
SEK 297m and net provisions for post-employment benefits amount-
ed to SEK 3m.
In total, net debt amounted to SEK 1,538m as of December 31,
2025, compared to SEK 2,481m as of December 31, 2024. Long-
term borrowings amounted to SEK 1,789m. Short-term borrowings
amounted to SEK 576m. Total borrowings amounted to SEK 2,364m
compared to SEK 2,968m as of December 31, 2024.
Liquid funds as of December 31, 2025, amounted to SEK 1,126m
compared to SEK 878m as of December 31, 2024.
Credit facilities and loans
As of December 31, 2025, the Group had SEK 1,300m issued under
its SEK 5,000m MTN programme, and no issuances under the Group's
SEK 2,000m commercial paper programme. During the year, the
Group signed a new EUR 240m syndicated revolving credit facility
(RCF), refinancing the previous undrawn EUR 200m RCF. At the end
of the year, the Group's revolving credit facility of EUR 240m was un-
utilized. None of the loans and credit facilities contain any financial
covenants.
Related-party transactions
See Note 28 on page 184.
Employees
The number of employees at year-end was 4,257 (4,317).
Corporate Governance Report
Electrolux Professional Group has prepared the Corporate
Governance report, including details on Divesity policy for the
Board. The report is presented on pages 47-56.
Sustainability Report (Statements)
Electrolux Professional Group presents its 2025 Sustainability Report
on pages 70-138. The Sustainability Statements have been prepared
in accordance with European Sustainability Reporting Standards
(ESRS) as adopted by the EU and the EU Taxonomy Regulation.
Environmental impact and approach
A systematic environmental approach is the basis for reducing
Electrolux Professional Group’s environmental impact. Our greatest
direct environmental impact relates to water and energy con-
sumption, wastewater, waste, and transportation. From a product
lifecycle perspective, the main environmental impact occurs in the
product use phase at the customer’s location. As of December 31,
2025, Electrolux Professional Group had manufacturing operations
at fourteen sites in eight countries.
The Swedish factory in Ljungby conducts notifiable activities
according to Swedish legislation. There are no injunctions under the
Swedish Environmental Legislation. The factories operate according
to national legislation, apply for necessary permits, and report to
local authorities in accordance with applicable legislation.
All factories conduct systematic environmental work that in-
cludes action plans and monitoring of a number of environmental
aspects. Our environmental work is an integral part of our opera-
tions and environmental matters are taken into account during deci-
sion making. Evaluation and follow-up of measures taken increases
awareness of the impacts the business has on the environment.
The Group’s environmental policy and environmental work is de-
scribed in more detail on pages 95–118.
Other disclosures
Risk and uncertainty factors
The Group is exposed to several risks from liquid funds, trade
receivables, borrowings, commodities, tax, foreign exchange,
credit, and other financial risks. Electrolux Professional’s Board of
Directors has the ultimate responsibility for risk oversight. The ERM
Governance Structure is based on the three-lines-of-defense model.
Risk and risk management is described on pages 59-63 and in
Note 2 on pages 152-154.
Research and development
A key factor for Electrolux Professional Group’s success is our ability
to develop new products that serve customer needs and increase
their productivity. This is mainly driven by management decisions to
make investments in product development and the right technolo-
gies, leading to a stronger and more competitive range of products,
which makes it possible for Electrolux Professional Group to retain
its competitiveness and pricing.
Product development starts and ends with the customer in mind.
The Group’s sales organization has continuous interaction with cus-
tomers in order to understand their needs. Continued investments in
research and development are paramount to the company’s future
profitability.
Electrolux trademark license agreement
Since the separation from the AB Electrolux group, in 2020, the
“Electrolux” component of the Electrolux brand and trademark
(to be used exclusively in combination with “Professional”, i.e.
“Electrolux Professional”) and the “Zanussi” brand and trademark
are licensed from AB Electrolux to Electrolux Professional pursuant
to a license granted to Electrolux Professional under a trademark
license agreement. The license agreement has an initial term of 50
years, which is automatically renewed with two consecutive ten-
year periods, unless terminated with two years’ notice by either party.
For the first 15 years of the term, the licenses will be royalty-free.
P. 68 Administration report
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditors report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
Thereafter, Electrolux Professional will pay a royalty for the licenses
amounting to 0.1% of the net sales of licensed products and ser-
vices, subject to more detailed calculation principles set forth in the
agreement.
The trademark license agreement is subject to a change-of-
control clause, which gives AB Electrolux a right to terminate the
agreement or any licenses therein, with immediate effect, in the
event that Electrolux Professional is subject to a change of control.
Such change of control is deemed to occur if, for example, any sale
or transfer of the ownership of a controlling interest or majority stake
in Electrolux Professional (or the parent company) takes place to
another entity which has a substantial consumer appliances busi-
ness (meaning a consumer appliance business with an annual sales
revenue of more than SEK 10bn) in the first twelve-month period of
the term of the agreement, and thereafter increasing annually in line
with the Swedish Consumer Price Index (Sw. konsumentprisindex),
decided at the sole reasonable discretion of AB Electrolux.
The Group’s expected future progress
For the next few years the Group will remain focused on its strategic
pillars to grow sales and profit. In the short term, the Group may be
affected by the general economic and geopolitical uncertainty.
Remuneration
Guidelines for remuneration to
the Electrolux Professional Group Management
The 2024 Annual General Meeting adopted the following guidelines
for remuneration and other terms of employment for the Electrolux
Professional Group Management ("Group Management"). These
guidelines replace the guidelines adopted by the Annual General
Meeting in 2020. No changes are proposed to the current guide-
lines other than minor editorial changes.
The guidelines set forth herein shall apply to the remuneration
and other terms of employment for the President and CEO and oth-
er members of the Group Management of Electrolux Professional.
The Group Management currently comprises twelve executives.
The principles shall be applied to employment agreements en-
tered into after the Annual General Meeting in 2024 and to changes
made to existing employment agreements thereafter. The guidelines
shall be in force until new guidelines are adopted by the General
Meeting. These guidelines do not apply to any remuneration decid-
ed or approved by the General Meeting.
Remuneration for the President and CEO is resolved upon by
Electrolux Professional AB’s Board of Directors, based on the rec-
ommendation of the Remuneration Committee. Remuneration for
other members of Group Management is resolved upon by the
Remuneration Committee and reported to the Board of Directors.
The Remuneration Committee shall also monitor and evaluate pro-
grams for variable remuneration for the Group Management, the
application of the guidelines for executive remuneration as well as
the current remuneration structures and compensation levels in the
Group. The Board of Directors shall, based on the recommendation
from the Remuneration Committee, prepare a proposal for new
guidelines at least every fourth year and submit it to the Annual
General Meeting. The President and CEO and other members of
the Group Management do not participate in the Board of Directors’
processing of and resolutions regarding remuneration-related matters
insofar as they are affected by such matters.
Electrolux Professional Group has a clear strategy to deliver
profitable growth and create shareholder value. A prerequisite for
the successful implementation of the Group’s business strategy and
safeguarding of its long-term interests, including its sustainability,
is that the Group is able to recruit and retain qualified personnel.
To this end, it is necessary that the Group offers competitive remu-
neration in relation to the country or region of employment of each
Group Management member. These guidelines enable the Group
to offer the Group Management a competitive total remuneration.
More information on Electrolux Professional Group’s strategy can
be found on the Group’s website and in the most recent Annual and
Sustainability Report.
The remuneration terms shall emphasize ‘pay for performance’
and vary with the performance of the individual and the Group. The
total remuneration for the Group Management shall be in line with
market practice and may comprise the following components: fixed
compensation, variable compensation, pension benefits and other
benefits.
Employment contracts governed by rules other than Swedish
may be duly adjusted for compliance with mandatory rules or es-
tablished local practice, taking into account, to the extent possible,
the overall purpose of these guidelines.
Fixed compensation
The Annual Base Salary (“ABS”) shall be competitive relative to the
relevant market and reflect the scope of the job responsibilities.
Salary levels shall be reviewed periodically (usually annually) to
ensure continued competitiveness and to recognize individual per-
formance.
Variable compensation
Variable compensation consists of both short-term and long-term
incentives. Long-term incentives (“LTI program”) can be cash-based
or share-based. Share-related LTI programs are resolved upon by the
General Meeting and are therefore excluded from these guidelines.
Each year, the Board of Directors will evaluate whether or not an LTI
program shall be adopted or, in case of a share-related LTI program,
proposed to the General Meeting. LTI programs shall be distinctly
linked to the business strategy and shall always be designed with the
aim to further enhance the common interest of participating employ-
ees and Electrolux Professional Group shareholders of good long-
term development for Electrolux Professional Group.
Following the ‘pay for performance’ principle, variable compen-
sation shall represent a significant portion of the total compensation
opportunity for Group Management. Variable compensation shall
always be measured against pre-defined targets and have a maxi-
mum above which no pay-out shall be made.
The extent to which the criteria for awarding variable cash
remuneration have been satisfied shall be determined by the
Remuneration Committee when the measurement period has ended.
For financial objectives, the evaluation shall be based on the annu-
al financial result in accordance with the most recent interim report
for the fourth quarter made public by the Group.
Short Term Incentive (STI)
Members of the Group Management shall participate in an STI plan
under which they may receive variable compensation. The objec-
tives in the STI plan shall be financial and the measurement period
shall be one year. The objectives may consist of, for example, EBITA
Growth and Net Sales Growth.
The maximum STI entitlements shall be dependent on job posi-
tion and must not amount to more than 100 per cent of ABS.
Cash based LTI programs
Variable remuneration may also be paid as a part of cash-based
LTI programs. The objectives for cash-based LTI programs shall
be based on financial and sustainability KPIs and aim to measure
the Group’s growth, profitability, and reduction of CO₂ emissions.
The objectives may consist of, for example, Earnings per Share and
Return on Net assets (RONA). The measurement period for the sat-
isfaction of the objectives shall be one year, however, any pay-out
under the program shall not be awarded until two years after the
expiry of the measurement period provided that the conditions for
pay-out are fulfilled. The pay-out, if any, shall be used by the par-
ticipant to purchase shares in Electrolux Professional Group and the
participant shall be required to hold such shares for a holding peri-
od of two years after the pay-out. The purpose of a cash-based LTI
program is thus for the participants to build up a shareholding in the
Group in order to create a common ownership interest between the
participants and the shareholders. Cash-based LTI programs shall
always be designed to further enhance the common interest of par-
ticipating employees and Electrolux Professional Group sharehold-
ers of a good long-term development for Electrolux Professional.
The maximum LTI entitlements shall be dependent on job posi-
tion and may amount to not more than 100 per cent of ABS.
Extraordinary arrangements
Additional variable compensation may be approved in extraor-
dinary circumstances under the condition that such extraordinary
arrangement is made for recruitment or retention purposes, is
agreed on an individual basis, does not exceed three (3) times the
ABS, and is earned and/or paid out in installments over a minimum
period of two (2) years. Such additional variable remuneration may
also be paid on an individual level for extraordinary performance
beyond the individual’s ordinary tasks and shall in these situations
not exceed 30 percent of the ABS, and be paid in one installment.
Right to reclaim variable remuneration
Terms and conditions for variable remuneration should be designed
to enable the Board, under exceptional financial circumstances,
P. 69 Administration report
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditors report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Electrolux Professional Group – Annual and Sustainability Report 2025
to limit or cancel payments of variable remuneration provided that
such action are deemed reasonable (malus). The Board shall also
have the possibility, under applicable law or contractual provisions
and subject to the restrictions that may apply under law or contract,
to in whole or in part reclaim variable remuneration paid on incor-
rect grounds (claw-back).
Pension and benefits
Old age and survivor’s pension, disability benefits, and healthcare
benefits shall be designed to reflect home-country practices and
requirements. When possible, pension plans shall be based on
defined contribution. In individual cases, depending on provisions
in collective agreements, tax and/or social security legislation to
which the individual is subject, other schemes and mechanisms for
pension benefits may be approved. For the Group Management
the defined pension contributions shall not exceed 40 percent of
the ABS unless the entitlement is higher under applicable collective
agreements.
Other benefits, such as company cars and housing, may be
provided on an individual level or to the entire Group Management.
Costs relating to such benefits may amount to not more than 20 per
cent of the ABS. Members of the Group Management who are ex-
patriates or relocated permanently to another country, may receive
additional remuneration and other benefits to the extent reasonable
in light of the special circumstances associated with the relocation
arrangement. Such benefits shall be determined in line with the
Group’s Directive on International Assignments or applicable local
relocation policy, and may for example include relocation costs,
housing, tuition fees, home travel, tax support, and tax equalization.
Notice of Termination and Severance Pay
The notice period for the President and CEO shall be twelve months
if Electrolux Professional Group takes the initiative to terminate
the employment and six months if the President and CEO takes
the initiative to terminate the employment. For other members of
the Group Management the notice period shall be between six to
twelve months if Electrolux Professional Group takes the initiative
to terminate the employment and three to six months if the Group
Management member takes the initiative to terminate the employ-
ment.
In individual cases, contractual severance pay may be ap-
proved in addition to the notice periods. Contractual severance
pay may only be payable upon Electrolux Professional Group’s
termination of the employment arrangement or where a Group
Management member gives notice as the result of an important
change in the working situation, because of which he or she can
no longer perform to standard. This may be the case for example
in the event of a substantial change in ownership of Electrolux
Professional Group in combination with a change in reporting line
and/or job scope.
Contractual severance pay may for the individual include the
continuation of the ABS for a period of up to twelve months follow-
ing termination of the employment agreement; no other benefits
shall be included. These payments shall be reduced with the equiv-
alent value of any income that the individual earns during that peri-
od of up to twelve months from other sources of income, either from
employment or from other business activities.
In addition to the above, compensation for any non-compete
undertaking may be awarded. Such compensation shall be based
on the ABS at the time of notice of termination of the employment,
unless otherwise stipulated by mandatory collective agreement
provisions, and be awarded over the period for which the non-com-
pete clause applies, which should not exceed twelve months after
termination of the employment.
Salary and employment conditions for employees
In the preparation of the Board of Directors’ proposal for these
remuneration guidelines, salary and employment conditions for
employees of the Group have been taken into account by includ-
ing information on the employees’ total income, the components
of the remuneration and increase and growth rate over time, in the
Remuneration Committee’s and the Board of Directors’ basis of de-
cision when evaluating whether the guidelines and the limitations
set out herein are reasonable.
Deviations from the guidelines
The Board of Directors may temporarily resolve to deviate from the
guidelines, in whole or in part, if in a specific case there is special
cause for the deviation and a deviation is necessary to serve the
Group’s long-term interests, including its sustainability, or to ensure
the Group’s financial viability. The Remuneration Committee’s tasks
include preparing the Board of Directors’ resolutions in remunera-
tion-related matters. This includes any resolutions to deviate from
the guidelines.
Note 26 of the Annual Report includes a detailed description
of existing remuneration arrangements for the Group Management
Team.
Variable long-term share programs
The LTI 2023, LTI 2024, and LTI 2025 programs are described in
Note 26.
Parent Company
The Parent Company’s activities include head office as well as pro-
duction and sales in and from Sweden.
Net sales and financial position for the Parent Company
Net sales for the Parent Company, Electrolux Professional AB, for
the period from January 1 to December 31, 2025 amounted to SEK
3,269m (3,346) of which SEK 1,388m (1,307) referred to sales to
Group Companies and SEK 1,881m (2,039) to external customers.
Income after financial items was SEK 997m (753). Income for the
period amounted to SEK 1,010m (645). Capital expenditure in tangi-
ble and intangible assets was SEK 193m (124).
Cash and cash equivalents at the end of the period amounted
to SEK 714m, compared with SEK 616m in the beginning of the year.
Undistributed earnings in the Parent Company at the end of the
period amounted to SEK 7,920m, compared with SEK 7,176m at the
beginning of the year.
During 2025, Electrolux Professional AB received internal divi-
dends of SEK 889m (225).
During the year, sales operations related to certain markets have
been restructured within the Group and allocated to other Group
companies. This has also impacted the Parent Company.
The income statement and balance sheet for the Parent
Company are presented on pages 146–147.
Events after the balance sheet day
> In January, 2026 the acquisition of the assets of Royal Range
– a US Commercial Cooking company - was completed.
The transaction is described in note 32.
> On January 28, 2026 Paolo Schira was appointed as new
President and CEO of Electrolux Professional Group, effective
from the Annual General Meeting (AGM) May 5, 2026. He will
succeed Alberto Zanata, who will retire.
P. 70 Sustainability statementElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
How to read
this statement
The Electrolux Professional Group
Sustainability Statement 2025 has
been prepared in accordance with the
Swedish Annual Accounts Act, European
Sustainability Reporting Standards (ESRS),
and the EU Taxonomy Regulation.
The statement covers the period from
January 1 to December 31, 2025, reflecting
our progress and efforts during this time-
frame.
This statement includes information
on our sustainability targets, action plans,
and commitments. However, these reflect
our current views and are subject to risks,
uncertainties, and evolving circumstances.
Some content is based on estimates, as-
sumptions, or third-party data.
We encourage stakeholders to interpret
the information with an understanding of
its inherent limitations, as it may involve
hypothetical scenarios or assumptions and
should not be regarded as definitive pre-
dictions of future outcomes. This statement
represents a step in our evolving sustain-
ability journey and our commitment to sus-
tainability performance.
Contents, sustainability
G
Governance
information
G Governance
135
G1 Business conduct
136
Sustainability ratings
138
Auditor’s limited assurance report
139
S
Social
information
S Social information
120
S1 Own workforce
121
S2 Workers in the value chain
130
S3 Affected communities
133
E
Environmental
information
E Environmental information
95
E1 Climate change
96
E2 Pollution
105
E3 Water
108
E5 Resource use and
Circular economy
111
E5 Waste
115
EU Taxonomy report
116
General
information
Basis for preparation
71
Sustainability governance
73
Strategy, value chain, and
business model
76
Stakeholders
79
Impacts, risks, and opportunities
85
P. 71 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
General information
ESRS 2 BP-1 General basis for preparation
of the sustainability statement
The Electrolux Professional Group Sustainability Statement has been
prepared in accordance with the Swedish annual Accounts Act,
European Sustainability Reporting Standards (ESRS), and the EU
Taxonomy Regulation. The report covers the period from January 1
to December 31, 2025, reflecting our progress and efforts during this
timeframe. As a signatory of the UN Global Compact, Electrolux
Professional Group also uses this statement to showcase our prog-
ress regarding the Ten Principles of the Global Compact.
The primary audience for this statement is shareholders and other
stakeholders such as investors, financial stakeholders, regulators,
customers, business partners, civil society, and internal stakehold-
ers. Electrolux Professional Group identifies its main stakeholders
by evaluating the significance of the impacts related of its business
and operations. The sustainability statement has been prepared
and consolidated to ensure comprehensive coverage across the
organization. It includes information required by various regulations
and commonly accepted sustainability reporting standards and
frameworks.
Our double materiality assessment (DMA) process, as described
in Impacts, risks and opportunities (IRO), evaluates the impacts,
risks, and opportunities within our operations and value chain.
Our sustainability statement addresses both our upstream and
downstream value chain, an illustration of which is presented on
page 76.
Scope of the report
The scope of consolidation for the sustainability statement is aligned
with the scope used for the consolidated financial statements. The
sustainability statement encompasses the data from the Group's
subsidiaries under the consolidated reporting, see Note 1 account-
ing principles on page 150 and Note 30 shares and participations
on page 185.
The scope does not include intellectual property, proprietary
know-how, and innovation outcomes pursuant to the provisions of
the ESRS, which permit such omissions when disclosure could seri-
ously prejudice the company’s competitive position or breach confi-
dentiality obligations. The omitted information pertains to advanced
product development initiatives, process innovations, and digital
solutions that are integral to our strategic differentiation in the pro-
fessional appliance market. Public disclosure of such information
would seriously prejudice our competitive position.
The relevant material sustainability information has been dis-
closed, ensuring compliance with the ESRS while safeguarding our
innovation assets. All material information relevant to the Group’s
sustainability performance, strategy, risks, impacts, and opportuni-
ties has been disclosed in this sustainability statement, prepared in
accordance with the ESRS.
ESRS 2 BP-2 Disclosures in relation to
specific circumstances
Time horizons
The Electrolux Professional Group has adopted the short, medium-
and long-term time horizons defined by ESRS 1 General require-
ments, excluding the Scenario assessment part of the climate risk
assessment described in the Climate change IRO section on page 86.
Value chain estimation
This sustainability statement includes estimates from indirect sources
where direct data is unavailable. These figures are based on rea-
sonable assumptions but may carry higher uncertainty and could
change as more data or improved methods become available.
Metrics that include value chain data estimated
using indirect sources
Using estimates ensures we provide meaningful insights even with-
out exact figures. The estimation approach generally impacts the
quantitative disclosure related to resource inflow and outflow data,
where specific measurements are not available. In such cases,
Metrics that include estimations and high measurement uncertainty
ESRS Metrics Why estimates were needed Type of assumption Planned improvements
E1-6 Scope 3 –Purchased Raw Materials Supplier-level data incomplete Engineering assumptions, BOM weights, LCI datasets; LCA-
based factors used. Products without LCA assumed 100% steel
× DEFRA factor.
Use of Ecoinvent database
E1-6 Scope 3 – Upstream Transport Missing shipment-level primary data Spend-based factors, assumed % split between air, land, sea,
and rail transport.
Integrate logistics data
E1-6 Scope 3 – Employee Commuting No employee commuting data available Assumed 40 km round-trip per employee per day Annual survey pilot
E1-6 Scope 3 – Downstream Transport Distributor data unavailable Spend-based factors Improve distributor data sharing
E1-6 Scope 3 – Use of Sold Products Measured energy consumption per cycle is not
available for all product models
Products are categorized into product groups, and average
energy-use values for representative products are taken from
LCA literature and eco-design studies.
Conduct LCAs on our key product families to
improve accuracy and replace assumptions
with primary data
E1-6 Scope 3 – End-of-Life Missing product-level EoL data EU averages; for products w/o LCA, the average disposal
rate from similar LCAs. EoL = fixed % of material emissions
Use of Ecoinvent database
E3 – Water Consumption Missing discharge metering at some sites 5% withdrawal assumption for discharge Install smart meters
E5-4 – Resource Inflows Missing weight of purchased products and components,
virgin and recycled content, sustainably sourced data
The weight of the product sold and the scrap waste is
the material and component purchased.
Improve BOM
E5-5 – Resource Outflows Missing repairability, recyclability, and durability data Waste contractor averages Calculation of recyclability from the CTI tool
P. 72 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Use of phase-in provisions in accordance
with Appendix C of ESRS 1
Electrolux Professional Group has applied selected phase-in
provisions outlined in Appendix C of ESRS 1 in the preparation of its
sustainability disclosures for the 2025 reporting year.
ESRS
Disclosure
require-
ment
Full name of
the disclosure requirement
ESRS E1 E1-9
Anticipated financial effects from
material physical and transition
risks and potential climate-related
opportunities Phase-in
ESRS E2 E2-6
Anticipated financial effects from
material pollution-related risks and
opportunities Phase-in
ESRS E3 E3-5
Anticipated financial effects from
material water and marine resourc-
es-related risks and opportunities Phase-in
ESRS E5 E5-6
Anticipated financial effects from
material resource use and circular
economy-related risks and oppor-
tunities Phase-in
ESRS S1 S1-14 Health and safety metrics (ill health) Phase-in
ESRS S1 S1-12 Persons with disabilities Phase-in
references to the most relevant data are made and clear reporting
guidelines are established in our accounting principles for each topic.
Sources of estimation and outcome uncertainty
Electrolux Professional Group uses estimates to calculate Scope 3
greenhouse gas emissions in line with ESRS E1-6 and ESRS E1-9. Due
to limited availability of primary data across several value chain
categories, the Group relies on established estimation methods, in-
cluding activity-based and spend-based calculations supported by
secondary emission factors.
Consistent with ESRS 2 B2, the accuracy of these estimates can-
not currently be quantified. Key sources of uncertainty include data
gaps in upstream and downstream activities, variability in suppli-
er-reported information, and methodological assumptions applied
when extrapolating partial datasets to represent the full value chain.
To reduce uncertainty over time, the Group is enhancing data col-
lection processes, engaging suppliers to increase primary data
coverage, and refining emission factors and methodologies as im-
proved information becomes available. Until then, reported Scope 3
emissions should be interpreted as best-available estimates based
on the information and methodologies required under ESRS E1.
We do not have any monetary amounts that are of high mea-
surement uncertainty.
Changes in methodology for sustainability data
During the reporting year, Electrolux Professional updated several
methodologies, definitions, and data sources to comply with ESRS
requirements and to improve data accuracy. These updates affect
comparability with previously published information. Prior-year fig-
ures have not been restated unless otherwise stated.
Consolidation of newly acquired companies (TOSEI and Adventys)
Electrolux Professional Group completed the acquisitions of TOSEI
and Adventys in 2024. While the acquisitions took place in the pre-
vious reporting year, 2025 is the first year in which environmental
data from the newly acquired sites has been fully collected and
consolidated into the Group’s sustainability reporting processes. We
have updated the 2024 figures for some data points for which we
were able to collect the data.
Updated methodology for Scope 3 Category 4 - Upstream
Transportation Emissions
Upstream spend is now estimated using a more granular method-
ology. Furthermore, the allocation between the different transport
modes is now based on the expertise of the individual Business
Areas rather than a central corporate assumption. We have started
to report Category 9 - Downstream Transportation using the same
estimation of split between transportation modes as for Category 4.
Updated methodology for material composition
and resource inflows (ESRS E5)
In previous reports, material composition was presented using
an estimation method based on LOT preparatory studies for Eco-
design requirements. This approach relied on predefined material
percentages from industry examples and was not supported by
consistent underlying documentation or accessible source verifica-
tion.
In 2025, the methodology was revised to improve accuracy and
traceability. The total product mass is now calculated using the
actual quantity of products sold by each entity multiplied by their
respective measured product weights. Material composition is de-
rived from reference LCA studies and internal disassembly studies
conducted for representative products for a few product families.
The percentage of recycled content is based on supplier informa-
tion for selected raw materials, where recycled fractions are provid-
ed by our suppliers. For materials or components for which primary
supplier data is not available, we have assumed it to be 100% virgin.
This updated approach replaces the previous LOT-based estima-
tion method and provides a more robust, transparent, and audit-
able basis for reporting resource inflows. Due to the methodological
change, material composition figures from previous years are not
directly comparable with the current year’s disclosures.
Transition from GRI to ESRS methodology for social indicators
In previous years, social indicators were reported according to GRI
Standards. In 2025, reporting has transitioned to ESRS requirements.
As part of this change, the Lost Time Injury Rate (LTIR) is now calcu-
lated using a coefficient of 1,000,000 hours, compared with 200,000
hours under GRI. This results in limited comparability with earlier
disclosures.
Classification error in prior periods
A classification error was identified in the calculation of Scope 3
Category 1 (Purchased Goods and Services) for the previous report-
ing period. Customer Care services and Office rental costs were
previously allocated to this category. Upon further review, it was
determined that Customer Care services relate to the use phase
and the electricity from the rent may be classified under Category 8.
Therefore, these expenditures have been removed from Category 1
and we are evaluating how to appropriately classify these activities
under their respective categories.
P. 73 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Sustainability governance
GOV-1 The role of the administrative, management,
and supervisory bodies
Electrolux Professional Group is governed by the Board of Directors
that acts as the company’s administrative, management, and super-
visory body. The Board is elected annually by the shareholders at
the Annual General Meeting and operates in accordance with the
Swedish Companies Act and the Swedish Corporate Governance
Code. The Board has overall responsibility for the Group’s strategic
direction, financial and sustainability performance, risk manage-
ment, internal control, and long-term value creation.
The Board of Directors is ultimately responsible for the compa-
ny’s organization and administration and decides on the strategy,
direction, and overall targets of the Group’s sustainability work. The
Board and its committees are considered the Group's administrative,
management, and supervisory body for sustainability topics.
According to the Swedish Companies Act and the Code, the
Board of Directors shall establish an audit committee and a remu-
neration committee. The major tasks of these committees are prepa-
ratory and advisory, but the Board may delegate decision-making
powers on specific issues to the committees. The issues considered
at committee meetings must be recorded in minutes of the meetings
and continuously reported to the Board of Directors. The members
and chairmen of the committees are appointed at the statutory
Board meeting following the election of Board members. The Board
has also determined that issues may be referred to ad hoc commit-
tees dealing with specific matters.
Information about composition and diversity of members of
administrative, management, and supervisory bodies
For the 2025–2026 mandate period, the Board consists of eight
members elected by the AGM, complemented by two ordinary em-
ployee representatives and two deputy employee representatives
appointed by employee organizations. All AGM-elected directors
are non executive, and the Board has no executive members.
Employee representation provides direct insight into workplace
conditions, skills needs, and operational realities across the Group’s
manufacturing and business activities.
The gender composition of Board members elected by the
AGM is 37.5% women and 62.5% men, reflecting the Nomination
Committee’s application of the Swedish Corporate Governance
Code’s diversity principles.
The Board is also diverse in terms of nationality, educational
background, and professional experience, with members originating
from Sweden, the UK, the US, Belgium, and Germany, and possessing
academic backgrounds in areas such as engineering, economics,
marketing, and communication.
In accordance with the Swedish Corporate Governance Code,
the majority of AGM-elected Board members are independent of
the company and its Group Management Team. All members except
one (Daniel Nodhäll) are also considered independent in relation to
the company’s major shareholders.
This means that over 85% of the non-executive directors elected
by the AGM are independent.
The Board and its committees bring deep experience in profes-
sional food service, beverage and laundry equipment, global man-
ufacturing, and services, with leadership experience from across
Europe, North America, and APAC, supporting sector-specific
innovation, operational excellence, and geographically diversified
market oversight.
This diverse competence strengthens the Board’s oversight of
innovation, operational excellence, and market development across
the company’s broad product and geographic portfolio.
Audit Committee
The main task of the Audit Committee is to oversee the process of
the Group’s financial and sustainability-related reporting, including
climate reporting, internal control, and internal auditing in order to
secure the quality of the external financial and sustainability-related
reporting. The Audit Committee is also tasked with supporting the
Nomination Committee with proposals when electing external
auditors. During 2025 the Audit Committee has closely followed the
Corporate Sustainability reporting work.
Remuneration Committee
The Remuneration Committee’s primary task is to propose guidelines
for the remuneration of the members of the Group Management
Team. The Committee also proposes changes in remuneration of
the President and CEO, for resolution by the Board, and reviews
and resolves on changes in remuneration of other members of the
Group Management Team as proposed by the President and CEO,
including the development of incentive programs with sustainability-
related targets.
President and CEO
The Board appoints and provides instructions to the President and
CEO, who is responsible for the ongoing management of the Group,
and who appoints the members of Group Management Team. The
operational administration and management of sustainability topics
have been delegated to the President and CEO, with support from
Group Management. The President is responsible for the day-to-day
management of the activities, the execution of the sustainability
strategy, and the implementation of the governance structure set
by the Board. The President and CEO owns and manages material
impacts, risks and opportunities, integrates climate into strategy and
operations and embeds sustainability in strategy execution, capital
allocation, product roadmaps, and operational decisions.
Sustainability Board
The President and CEO develops and implements sustainability
procedures, with the support of the Group Management Team. A
Sustainability Board has been established, comprised of the Group
Management Team and the Group Vice President of Sustainability
and Quality. The purpose of the Sustainability Board is to enable
robust governance of sustainability matters and is it chaired by
the President and CEO. The Sustainability Board also oversees
sustainability work and is operationally responsible for defining the
group-wide sustainability work agenda, policies, SBTi targets, and
for aligning strategic plans across business areas and functions.
Throughout the decision-making process, consideration is given to
sustainability impacts, risks, and opportunities.
Roles, responsibilities, and cross-functional collaboration
Each local management team and business function has a delegated
responsibility for the implementation of Group policies, risk mitiga-
tion, and performance. The Group Sustainability function supports
the business by identifying the prioritized and strategic sustainability
issues and helps integrate them into the business. The Sustainability
function also monitors the overall performance through dialogue,
performance data, and audit results. A Sustainability Forum has
been established, including representatives from each business area
and group functions, to enhance cross-functional collaboration and
operational execution of the group-wide sustainability agenda. The
forum is chaired by the Group Vice President of Sustainability and
Quality, and its outputs are reported to the Sustainability Board.
Electrolux Professional Group’s sustainability governance
ensures that material impacts, risks, and opportunities are ad-
dressed through clear accountability and oversight. The Board
and Sustainability Board set targets for material IROs, including
SBTi-aligned climate targets, embedding them in strategy and man-
dates. Management and business functions translate targets into
operational plans, while ERM and sustainability governance pro-
cesses assess materiality and risks. Progress and effectiveness are
monitored through KPIs, dashboards, scenario analysis, and regular
reporting, with Audit Committee oversight of data quality and the
Remuneration Committee linking incentives to CO₂ reductions.
P. 74 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Skills and expertise
The governing bodies, including the Board of Directors, the
President and CEO and the Group Management, possess the nec-
essary skills to oversee sustainability matters, including assessing
target requirements, investment needs, budgeting processes, and
executing action plans to achieve targets. Moreover, the members
of the governing bodies have received Group-specific training on
the related requirements within the CSRD framework. Additionally,
Electrolux Professional Group’s Board and Nomination Committee
assess required sustainability skills through annual board evalua-
tions and succession planning, ensuring expertise aligns with mate-
rial IROs such as climate change, product use-phase emissions, and
supply-chain risk. Management competence is developed through
dedicated sustainability governance, training, and specialist roles,
while incentives and mandates ensure expertise is applied to
oversee targets, risks, and opportunities aligned with strategy and
long-term value creation. Expertise in professional food, beverage,
and laundry equipment, global manufacturing, sustainability, and
energy efficiency supports oversight of Scope 3 use-phase climate
impacts, transition risks, and innovation opportunities. Strong com-
petencies in risk management, digitalization, supply-chain gover-
nance, and circular product design enable informed decision-
making on climate targets, regulatory compliance, cost resilience,
and low-carbon growth opportunities.
GOV-2 Information provided to, and sustainability
matters addressed by, the undertaking’s administrative,
management and supervisory bodies
The Board of Directors decides on the strategy, direction, and over-
all targets of the Group’s sustainability work. It maintains an over-
view of the Group’s activites to identify, assess, and integrate sus-
tainability-related impacts, risks and opportunities in the strategy,
investments, and decision making. The President and CEO provides
regular reports, at least quarterly, in sustainability matters to the
Board of Directors and to the Audit Committee. The reports include
development and progress on sustainability-related targets and
metrics, risk assessments, and the development of the sustainability
strategy, investments, and procedures.
Administrative, management, and supervisory bodies integrate
impacts, risks, and opportunities into strategy, major transactions,
and risk management through ERM assessments, scenario anal-
ysis, and sustainability reviews, explicitly weighing trade-offs be-
tween growth, decarbonization, cost, and resilience to safeguard
long-term value and regulatory and market alignment. For example,
in 2025 the Sustainability Board approved investment in the elec-
trification of heating for two sites (Aubusson and Vallenoncello
canteen). This was to maximise the positive impact of adopting re-
newable energy, mitigate GHG emissions, and reduce Scope 1 emis-
sions in line with the Group's climate ambition. The Group decided to
invest in modernising laundry equipment to capture the opportunity
to develop high-efficiency, low-energy-consumption products, and
to lower operating costs for customers. To address the growing
demand for circular, durable, and repairable products that help cus-
tomers reduce waste and meet emerging regulatory requirements,
the Group is piloting remanufacturing of old laundry equipment and
upgrading the equipment to the latest standards. To address nega-
tive impacts on occupational health and safety in the supply chain,
the Group decided to implement a digital tool to assess risks and
initiated a pilot with selected suppliers. The outcome will help the
Group to expand and cover more suppliers to assess risks.
GOV-3 Integration of sustainability-related
performance in incentive schemes
Electrolux Professional Group includes sustainability-related per-
formance in our long-term incentive (LTI) program, a share-based
program. Since 2023, we have been measuring Scope 1 and 2 CO₂
emission reductions in the LTI Program. The CO₂ emission reduction
target has been amended to a year-on-year reduction. The propor-
tion of variable remuneration dependent on sustainability-related
targets and/or impacts is 20%. The terms of the incentive schemes
are approved and updated by the Board of Directors based on
recommendations from the Remuneration Committee. Share-based
long-term incentive programs are approved by the shareholders at
the Annual General Meeting. The compensation for the board mem-
bers can be found under note 26 on page 182 however, it is neither
performance-based nor linked to sustainability-related measures.
GOV-4 Statement on due diligence
Electrolux Professional Group applies a structured due-diligence
process embedded in its governance and operational routines.
Mandatory third-party screening ensures compliance with global
sanctions, while human-rights due diligence is integrated into poli-
cies, supplier requirements, and audits. Supplier due diligence also
covers responsible sourcing. Risks are identified, managed, and
monitored through audits, stakeholder engagement, escalation
procedures, KPIs, and whistleblowing channels. Operational and
environmental due-diligence reviews in mergers and acquisitions
further support risk identification, ensuring a consistent due-dili-
gence approach across the value chain.
P. 75 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Core elements of due diligence Location in sustainability statement Disclosure relates to
a) Embedding due diligence in governance,
strategy, and business model
Sustainability Governance: ESRS 2 GOV-2, page 74
Sustainability-related performance in incentive schemes: ESRS 2 GOV-3, page 74 People and Environment
Material impacts, risks, and opportunities: ESRS 2 SBM-3, page 80-85
Material business-conduct-related impacts, risks and opportunities: ESRS 2, SBM-3-G1, page 85
Material environment-related impacts, risks and opportunities: ESRS 2 SBM-3-E1, page 80-81, ESRS 2 SBM-3-E2, page 82,
ESRS 2 SBM-3-E3, page 82, ESRS 2 SBM-3-E5, page 83
Environment
Material people-related impacts, risks and opportunities: ESRS 2 SBM-3-S1, page 83, ESRS 2 SBM-3-S2, page 84 People
b) Engaging with affected stakeholders in all
key steps of the due diligence
Sustainability Governance: ESRS 2 GOV-2, page 74
Interests and views of stakeholders: ESRS 2 SBM-2, page 79-80 People and Environment
Processes to identify and assess material impacts, risks, and opportunities: ESRS 2 IRO-1, page 85-88
Environment-related policies: E1-2 page 97-98, E2-1 page 105-106, E3-1 page 108, E5-1, page 111 Environment
Social-related policies: S1-1, page 121-122, S2-1, page 130, S3-1, page 133 People
Processes to engage with affected stakeholders: S1-2 page 122-123, S2-2, page 130-131, S3-2, page 133-134
Business-conduct-related policies: G1-1, page 136 People and Environment
c) Identifying and assessing adverse impacts
Processes to identify and assess material impacts, risks, and opportunities ESRS 2 IRO-1, page 85-88 People and Environment
Material impacts, risks, and opportunities: ESRS 2 SBM-3, E1 page 80-81, E2 page 82, E3 page, 82, E5 page 83 Environment
Material impacts, risks, and opportunities: ESRS 2 SBM-3, S1 page 83, S2 page 84, S3 page, 84 People
Material impacts, risks, and opportunities: ESRS 2 SBM-3, G1 page 85 People and Environment
d) Taking actions to address those adverse
impacts
Environment-related actions: E1-3 pages 97-99, E2-2 page 106, E3-2 page 109, E5-2 page 111-113 Environment
Climate transition plan: E1-1, page 96-97 Environment
Social-related actions: S1-4, page 123-124, S2-4, page 132, S3-4, page 134 People
Business-conduct-related actions: G1-3 page 137 People and Environment
e) Tracking effectiveness of these efforts and
communicating
Environment-related metrics and targets: E1-4 page 100-102, E2-3 page 107, E3-3 page 109-110, E5-3 page 113 Environment
Social-related targets: S1-3 page 123, S2-3 page 132, S3-3 page 134 People
Social-related metrics: S1-5 page 124-125 People
Business-conduct-related metrics: G1-4 page 137 People and Environment
GOV-5 Risk management and internal control
over sustainability reporting
Electrolux Professional Group’s sustainability reporting is exposed to
the risk of material misstatement due to human errors, inconsisten-
cies, inaccuracies in data collection across sites, lack of evidence,
and reporting complexity. A structured and risk-based approach
was applied to identify these risks. The process was connected to
the double materiality assessment, which highlighted material top-
ics and formed the base from which to select areas of high priority.
These were metrics related to externally communicated targets and
green debt financing obligations given their financial and reputa-
tional impact. Other aspects considered were process complexity
and the relevance to the industry. For quantitative indicators, histor-
ical error patterns were assessed and for qualitative disclosures, the
risk of “greenwashing” was assessed to ensure narrative credibility
and alignment with actual performance.
This risk assessment formed the foundation for designing the sus-
tainability risk and control matrix which defines key controls. These
controls aim to address identified risks and ensure the accuracy,
reliability, and transparency of sustainability data. Furthermore,
Electrolux Professional Group has implemented a single consolidat-
ed data model, which collects data in a dedicated digital sustain-
ability reporting platform. This software provides transparency and
traceability of data to minimize the risk of human errors in calcula-
tions, and in addition serves as a data repository.
Electrolux Professional Group continues to implement designed
controls at all sites and significant progress has been made in 2025.
However, while the foundational elements like risk identification
and the design of key controls are in place, there is still a way to
go before we achieve operational maturity. The focus remains on
embedding controls in processes and preparing them for assurance
requirements. Once the framework is established, communication
and reporting will be aligned with the existing reporting on the
effectiveness of internal control over financial reporting. The Audit
Committee receives regular status updates on the progress of in-
ternal control over sustainability reporting, at a minimum once per
year.
P. 76 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Strategy, value chain, and business model
Upstream Own operations Downstream
Our Value chain
Material topics: E1, E2, E3, E5, S2, G1 Material topics: E1, E2, E3, E5, S1, G1 Material topics: S2, S3, G1
Environment
(silent stakeholder)
Suppliers Employees Investors Society Customers/End users
Raw Materials
Responsible sourcing and
material efficiency support
product quality, reliability,
and reduced environmental
impact across the value
chain.
Finished Product Supplies
Supplier collaboration
ensures quality, compliance,
and alignment with sustain-
ability and performance
requirements.
Transportation – Upstream
Efficient logistics planning and
transport optimization aim to
reduce emissions while ensuring
supply reliability.
Warehouse
Optimized inventory
management enhances
availability, reduces waste,
and improves operational
efficiency.
Product Development & Innovation
Close collaboration across engineering,
design, and sustainability functions
enables continuous improvement and
long-term customer value.
Manufacturing
& Assembly
Continuous im-
provements target
reduced energy
use, emissions,
waste, and water
consumption.
Quality & Testing
Quality and testing
ensure products
meet high standards
for safety, perfor-
mance, reliability,
and regulatory
compliance.
Transportation – Downstream
Optimized transport solutions
support delivery reliability while
reducing environmental impact.
Dealers & Distribution
Products are delivered to custom-
ers through a global network of
dealers, distributors, and partners.
Strong market presence and cus-
tomer proximity enable tailored
solutions, technical expertise, and
efficient market access.
End Users
High performance, durability,
and resource-efficient design
lead to reliable operations,
reduced operating costs, and
lower environmental impact
during use in demanding pro-
fessional environments.
Service & Customer Care
Close customer relationships support
uptime, satisfaction, and long-term
value creation.
Repair and Maintenance
Repair and maintenance services,
including spare parts and preventive
maintenance, extend product lifetime
and maintain optimal performance. A
strong service network supports circu-
larity, reliability, and efficient resource
use over time.
Electrolux Professional Group creates value through an integrated business model that spans the full value chain, from
responsible sourcing and efficient manufacturing to distribution, service, and long-term customer relationships.
By combining energy- and water-efficient equipment with digital connectivity and Customer Care services, we deliver
sustainable solutions that reduce customers’ total cost of ownership and environmental impact. Read more on the next page.
STAKEHOLDERS
P. 77 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
SBM-1 Strategy, business model, and value chain
Electrolux Professional Group is one of the leading global providers
of professional food, beverage, and laundry solutions. We serve a
wide range of customers globally, from restaurants and hotels to
healthcare, educational, and other service facilities. Our business
is centered around developing and innovating smart products that
offer sustainable solutions. We prioritize customer care and provide
various chemicals, accessories, spare parts, and consumables. Our
sales are primarily conducted through dealers and distributors. In
2025, the Group total employees by headcount was 4,257. Total
revenue in 2025 was SEK 12.2bn.
Group strategy
The Group strategy focuses on four pillars, built on a foundation of
operational excellence to improve sales, productivity, and cost effi-
ciency in the supply chain:
> Grow through innovation and sustainable solutions
> Expand in high-margin products, segments, and geographies
> Boost Customer Care and service-as-a-solution offering
> Invest in digitalization to unlock additional customer value
We serve a wide array of markets and customer groups, ensuring
that our products meet the needs of various sectors and demo-
graphics. Our commitment to quality and innovation allows us to
cater for diverse customer requirements, providing reliable and effi-
cient solutions for their everyday needs.
Our sustainability strategy is focused on building a sustainable
business through the strategic pillars within the areas of environ-
ment, social, and governance management. We believe that the
future of the planet relies on our ability to create solutions that use
resources efficiently. Our solutions are designed to ensure that our
customers can focus on their business, in the confidence that they
contribute to improved sustainability performance.
Product groups
During the reporting period, we continued to offer a diverse range
of products, including ovens, stoves, and other cooking equipment,
refrigerators and refrigerated tables, dishwashers, washing and dry-
ing machines, food preparation products, and beverage products
Business model and value chain
Electrolux Professional Group designs, manufactures, and services
professional food, beverage, and laundry equipment. Inputs include
steel, aluminum, electronics, components, energy, R&D capabilities,
and skilled labor, secured through a global supplier base, long-term
sourcing contracts, dual-sourcing, and quality audits. Our outputs
and outcomes are energy- and water-efficient appliances, digital
and service solutions that lower customers’ total cost of ownership
and emissions, generate recurring service revenues, and support
long-term investor value and stakeholder trust. The Group's up-
stream value chain comprises raw-material and component suppli-
ers, logistics partners, and contract manufacturers.
The downstream value chain includes the Group's manufacturing
sites, distributors and dealers, direct sales to key accounts, Customer
Care/service partners, and end-users. The Group’s key business
relationships are built on long-term partnerships with customers,
suppliers, and service partners. Customers include restaurants, hotel
and laundry chains, healthcare, and public institutions, served via
dealers, distributors, direct sales, and service networks. Supplier
relationships emphasize quality, reliability, sustainability, and dual-
sourcing. Customer Care and digital connectivity strengthen life-
cycle relationships, recurring revenues, and trust, positioning the
Group as an integrated solutions and service partner rather than a
pure equipment manufacturer for restaurants, hotels, hospitals, laun-
dries, and institutions.
Upstream entities — raw-material and component suppliers
(metals, electronics, parts), logistics providers, and technology part-
ners — are critical to cost competitiveness, product quality, and resil-
ience. Secure sourcing, supplier audits, and dual-sourcing reduce risk
and enable innovation, directly supporting margins and continuity.
Internal operations — the Group’s global manufacturing sites and
R&D — drive differentiation through energy-efficient, digital, and
service-ready products, forming the core of value creation.
Sustainability targets
ESRS Metric Target Base yr Target yr
E1 Reduce Scope 1&2 emissions from industrial operations
–70% SBTi appproved 2019 2030
Climate neutral in operations 2019 2030
Replacement of HFCs used as refrigerants with GWP >150 –70% 2017 2025
Reduce Scope 3 emissions, C11 use of sold products, SBTi approved
–27.5% 2019 2030
E2 Selected suppliers* are evaluated for product & component compliance 100% 2024 2030
E3 Product water efficiency in dishwashing and laundry 8% 2019 2025
Operation water withdrawal 1% yr-on-yr reduction
Operation water withdrawal in high water stress areas 5% yr-on-yr reduction
E5 Total waste sent to landfill in our operations <1% 2019 2030
Total waste sent to energy in all manufacturing sites 3% 2019 2030
E All manufacturing sites with ISO 14001
100% ongoing
S1 Lost time injury rate (LTIR) <0.5 2019 2030
Share of female leaders 40% 2030
S2 Selected suppliers* evaluated for Code of Conduct acknowledgment 100% 2024 2030
Selected suppliers* evaluated for tracking employee injuries 100% 2024 2030
Selected suppliers* evaluated for climate change mitigation risks 100% 2024 2030
Selected Suppliers* evaluated for conflict minerals for responsible sourcing 100% 2024 2030
* Selected Suppliers: Selection based on risk mapping
Downstream entities — dealers, distributors, direct key-account
sales, and ~1,900 service partners — contribute materially to revenue
growth, market reach, and recurring Customer Care income. End-
users (restaurants, hotels, laundries, healthcare, institutions) realize
lower total cost of ownership and efficiency gains, reinforcing the
Group’s premium positioning and long-term performance.
Products and services that are banned in certain markets
Electrolux Professional Group's products and services operate
worldwide except in the Russian market. Following the invasion of
Ukraine, the Group ceased operations in Russia in 2022. The Group
divested its local subsidiary to local management, halting all new
product sales and service.
We are not active in high-risk sectors such as fossil fuels, chem-
ical production, controversial weapons, or the cultivation and pro-
duction of tobacco.
Stakeholder interaction
Our engagement and dialogue with employees, suppliers, custom-
ers, and communities shapes the Group’s sustainability priorities.
Our goals align with the UN Global Compact and its Sustainable
Development Goals (SDGs), focusing on climate, safety, diversity,
and responsible sourcing.
P. 78 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Assessment of significant products, services, markets,
and customer groups in relation to sustainability targets
Sustainability targets are embedded in food service, beverage,
and laundry solutions, emphasizing energy and water efficiency,
re cyclability, and reduced emissions.
Product Category Examples Sustainability
Dishwashing NeoBlue Touch
undercounter
dishwasher
Low energy & water
use; Circularity
Laundry TD6-11 Heat Pump
Dryer
Low energy, no water
Laundry TOSEI ST-155W
Combo stacked
solution
Hygienic,
energy-efficient
Cooking Solutions e-XP modular
cooking range
Energy-efficient
induction; ergonomic
workflows
Food & Beverage
Solutions
Energy-efficient
equipment portfolio
Reduced operating
cost and product-use
emissions
Digital Platforms Connected product
portfolio
Monitor and reduce
energy/water use
over lifecycle
Laundry Portfolio Modern professional
washers & dryers
Reduced energy,
water and mainte-
nance needs
The Group supports the hospitality, healthcare, education, and ser-
vice sectors with efficient, low-impact equipment and circular solu-
tions tailored to operational needs. The Group has operations in 31
countries and aligns its goals with EU legislation and global climate
commitments, adapting to local market expectations. Regional
initiatives reflect sales distribution in Europe (60%), Americas (24%),
and in APAC/MEA (16%).
Challenges and critical solutions
One of our strategic pillars is growth through innovation and sus-
tainable solutions. We focus on reducing energy, water, detergent
use, and supply-chain emissions. One challenge is that some
customers still prioritize upfront purchase price over total cost of
ownership, even though our more sustainable solutions often deliver
lower lifetime costs. As customers increasingly recognize the busi-
ness benefits of sustainability, our ability to sell sustainable solutions
should improve over time.
P. 79 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Our stakeholders
SBM-2 Interests and views of stakeholders
We recognize that our key stakeholders care about good labor
conditions, health and safety, and the environmental management
of our suppliers’ operations. These topics are integral to our strategy
and business model. The Group's management and the Board are
regularly, at least once per year, updated on the views and interests
of stakeholder groups, and meet with many of them regularly to dis-
cuss the Group's sustainability-related impacts. Given that our em-
Stakeholder Engagement and purpose Outcome on important topics Value generated
Customers and users • Ongoing dialogue to understand requirements. Dialogue takes place
during customer visits, requests for quotations, fairs etc. We also do
more systematic studies and measure the Net Promotor Score (NPS)
• Improve quality
• Reduction in energy consumption and carbon footprint
• Improve total cost of ownership
• Improve reliability of the overall equipment system
• Improve ergonomics and human-centric design
• Enhanced hygiene requirements
• Easier work life
• Profitability
• Low consumption and environmental
footprint
Employees • We strive to create an open, fair, and inclusive work environment
and enhance employee engagement. We have ongoing dialogue
with employees and unions through our managers
• Systematic dialogue within our people performance
and development process
• Employee engagement surveys
• Improve health and safety
• Improve diversity and inclusion
• Improve people development
• Competitive compensation
• Sustainable working environment
• Learning and development
• Strengthened leadership
Investors and owners • We communicate through direct meetings, conferences, ESG surveys,
capital market days, and the Annual General Meeting.
• Ethical business practices
• Diversity and inclusion
• Health and safety
• Climate action
• Supply chain management
• Reduced risks
• Long-term value generation
Suppliers • Dialogue with suppliers is mainly conducted through supplier meet-
ings, negotiations, and discussions
• Information gathered about suppliers during the RFQ phase
• Signing of our supplier workplace standard
• Health and safety
• Environmental management
• Labor conditions
• Human rights
• Jobs
• Mutual benefits
• Reduced risks
Society and local
communities
• Contacts with local communities regarding local environmental
requirements
• Monitor public opinion and changes in legislation
• Labor conditions
• Health and safety
• Environmental management
• Taxes
• Reduced carbon footprint
Academia and NGOs • Participation in networks, meetings, and partnerships • Sustainable innovation
• Strategic partnerships
• Mutual benefits
• Development of opportunities
The following table discloses how we engage with our key stakeholders, and the purpose and outcomes of such engagement.
The views of stakeholders inform our due diligence process and the materiality assessment, which is described in more detail in
ESRS 2 IRO-1 Impacts, Risks and Opportunities (IRO), on page 85.
ployees are the single most important factor in achieving long-term
success, we are committed to continuously developing a work envi-
ronment that enables sustainable performance and development so
that all employees can deliver their best.
Electrolux Professional Group integrates the views, interests,
and rights of affected communities into its strategy and business
model through its double materiality assessment, risk management
processes, and stakeholder engagement. The Group’s approach is
guided by respect for internationally recognized human rights, in-
cluding labor rights, health and safety, and community well-being,
and applies across our own operations and the value chain.
Community considerations inform decisions on manufacturing loca-
tions, sourcing, product design, and service activities, with attention
given to environmental impacts, safe operations, and responsible
business conduct. Where relevant, the Group commits to respecting
the rights of indigenous peoples in line with global standards. These
P. 80 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
SBM-3 Material impacts, risks, and opportunities and
their interaction with strategy and business model
Electrolux Professional Group conducted its first double materiality
assessment in 2023 to systematically identify and assess its actual
and potential, positive and negative impacts on people and the
environment, as well as sustainability-related risks and opportunities
that could affect the company’s financial performance. Read more
in IRO-1 on page 85.
Climate change
Electrolux Professional Group’s double materiality assessment
identifies climate change as a material topic with interconnected
negative impacts, risks and opportunities that arise directly from
the Group’s operations, value chain, and the use of its products.
Greenhouse gas emissions represent a negative impact across
Scopes 1, 2 and 3, with approximately 95% occurring in Scope 3, C11
during the energy-intensive use phase of food, beverage, and laun-
dry equipment. This impact originates from the Group’s manufactur-
ing processes, its global logistics footprint, upstream raw-material
and component suppliers, and the operation of equipment installed
at customer sites. Fourteen manufacturing sites consume energy
and generate Scope 1 and 2 emissions, while product use accounts
for approximately 95% of total emissions, placing downstream ac-
tivities at the center of the Group’s climate impact. Emissions are ex-
pected to remain material across the short, medium and long term,
with a reasonably expected time horizon of three to five years for
observable impacts.
These emissions negatively affect people and the environment
by accelerating global warming, contributing to environmental
degradation, and increasing climate-related impacts on ecosys-
tems and human wellbeing. As public and large private buyers
increasingly specify A/B-class performance where available, natural
refrigerant systems, and EPREL-verifiable data, the environmental
and social implications are becoming more closely linked to the
product-efficiency profile inherent in the Group’s business model.
The assessment also identifies a material risk linked to extreme
weather events and natural disasters. Extreme floods, storms, wild-
fires, hurricanes, drought-driven canal restrictions, and winter storms
have already triggered closures of ports, airports, railways, and
logistics corridors globally. Given the Group's global manufactur-
ing footprint and multi-regional sales network, our exposure to this
risk arises from reliance on specialized components, long interna-
tional transport routes, and suppliers operating in weather-sensi-
tive regions. These events can cause lead-time volatility, supplier
downtime, input-price spikes, increased safety stock, and elevated
working-capital requirements, and can jeopardize service levels
and delivery reliability. These risks are also deemed to arise on a
three-to-five-year horizon. They affect people through increased
worker safety risks, physical and mental stress associated with
disruptions, and community-level consequences of infrastructure
damage, while the environment may experience land and water
damage, contamination, and increased emissions from re-routed
logistics and emergency operations.
Alongside these negative impacts and risks, the assessment
identifies a material positive impact from the increased adoption
of renewable energy in the Group’s own operations. By expanding
the share of renewable electricity to 92% in 2025, the Group has
reduced Scope 1 and 2 emissions and is on track for its climate-neu-
trality target for 2030. This positive impact stems from operational
decision-making and site-level sourcing and is expected to influ-
ence emissions and operational resilience across short, medium-
and long-term horizons. The effects on people include improved
energy security, safer and healthier working environments, and
enhanced job stability due to reduced exposure to climate-relat-
ed disruptions. Environmental effects include reduced pollutants,
improved local air quality, and a direct contribution to the Group’s
science-based climate targets.
An additional opportunity arises from the development and sale
of high-efficiency, low-energy-consumption products that lower cus-
Impact material Double material
Non-material Financial material
> Biodiversity
> Marine resources
> Consumer and end-users
> Political engagement and
lobbying activities
> Management of relationships
with suppliers including payment
practices
Climate change adaptation
Protection of whistleblowers
Corruption and bribery
Climate change mitigation
Micro plastics
Water
Resource inflows, including resource use
Working conditions of workers in the value chain
Communities’ economic, social and cultural rights
Corporate culture
Energy
Pollution of water
Pollution of soil
Substances of concern
and substances of very
high concern
Resource outflows
related to products
and services
Waste
Working conditions of
own workforce
Equal treatment and
opportunities for all
Impact materiality
Financial materiality
Environment Social Governance
Double Materiality Outcome
inputs support risk mitigation, responsible growth, and long-term
value creation while maintaining trust with communities affected by
the Group’s activities.
The Group has amended its strategy to reflect stakeholder ex-
pectations for sustainability, efficiency, and resilience by prioritizing
energy- and water-efficient products, electrification, digital con-
nectivity, and expanded Customer Care services. These changes
address customer demand for lower lifecycle costs and emissions,
investor expectations for risk-adjusted growth, and regulatory pres-
sure on climate and circularity. Further steps planned to achieve the
2030 targets include deeper Scope 3 engagement, circular business
models, and enhanced digital services. These actions are expected
to strengthen trust and long-term partnerships with customers, sup-
pliers, employees, and investors, reinforcing the Group’s position as
a sustainability leader while aligning the value creation with stake-
holder interests.
P. 81 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
tomers’ running costs and support their sustainability goals. Because
the use phase of equipment represents the primary climate impact,
product efficiency becomes a strategic revenue lever. In 2025, the
Group has reported a 36.4% reduction in Scope 3 use-phase emis-
sions versus 2019, exceeding its 2030 SBTi target ahead of schedule,
largely due to more efficient products and a changing electricity
mix. Requirements under Ecodesign, Energy Labelling, and the ESPR
create an opportunity to differentiate through improved durability,
reparability, and transparency. This opportunity is also concentrated
within a three-to-five-year horizon and produces positive effects for
users through lower operating costs, improved working conditions,
and reduced strain on community energy systems, while the environ-
ment benefits from reduced energy, water, and detergent consump-
tion and a declining Scope 3 footprint.
There has been no specific changes in material impacts, risks, or
opportunities since the previous reporting period.
Interaction with strategy, business model and value chain
Material negative impacts associated with greenhouse gas emis-
sions shapes the Group’s strategic direction by driving decarbon-
ization across manufacturing, logistics, and the product portfolio.
The dominance of downstream emissions reinforces the significance
of energy-efficient product design, lifecycle performance, and the
need for continuous improvement in energy, water, and detergent
consumption. The Group’s emissions and customer operating ex-
penditures are sensitive to refrigerant choices and eco-design per-
formance. As the Group scales lower-GWP refrigerants and high-
efficiency designs, it becomes increasingly exposed to component
availability, certification throughput, and safety standards, which
can delay product launches, increase working capital, or constrain
mix evolution. These considerations are embedded in procurement
strategies and engineering roadmaps, supported by multi-sourcing
of critical components and early integration of regulatory evidence
packs — such as EPREL data and technical fiches — into new prod-
uct introduction processes.
The material risk from extreme weather events influences
strategic decisions related to supply-chain resilience, site adap-
tation, warehouse positioning, and business-continuity planning.
Disruptions across global transport routes directly affect delivery
reliability, cost-to-serve, and customer service levels. Dependence
on specialized refrigeration systems, electronics, and stainless steel
sourced from climate-vulnerable regions creates exposure that
shapes supplier risk assessments, diversification decisions, and in-
ventory strategies.
At the same time, the positive impact of renewable-energy
adoption is embedded in the Group’s long-term climate-mitigation
strategy, guiding decisions on energy sourcing and infrastructure
development. Site selection increasingly incorporates the availabil-
ity of renewable-energy connections as a strategic advantage. The
opportunity to deliver high-efficiency equipment similarly influences
R&D priorities, product-platform design, and regulatory compliance
planning. In this way, the identified impacts, risks, and opportunities
are intrinsically connected to the Group’s strategy and business
model, reinforcing the integration of climate considerations into
long-term planning and operational decision-making.
Current financial effects
We have not identified any significant financial effects on the risk of
adjustments in the coming reporting period.
Resilience of strategy and business model
The Group’s strategy and business model demonstrate strong and
improving resilience in addressing material impacts, risks, and
opportunities. For negative climate impacts, the integration of en-
ergy-efficient product design, lifecycle assessments, and Scope 1–3
emissions management enables sustained emissions reduction while
supporting business continuity. Operational initiatives — including
increased use of renewable electricity, energy-efficiency measures,
and manufacturing optimization — lower exposure to energy-price
volatility and evolving carbon regulations.
Resilience to value-chain risks is strengthened through supplier
engagement, low-carbon materials, circular product lifecycles, and
dual-sourcing strategies. Investments in business-continuity plan-
ning, supply-chain diversification, and logistics flexibility increase
preparedness for disruptions associated with extreme weather
events. The Group also shows strong resilience in sustaining and
scaling the positive impact of renewable-energy adoption, which
reduces operational risks and enhances long-term stability. The
Group’s sustained focus on high-efficiency product innovation and
digitalization of performance further reinforces its resilience by re-
sponding to customer expectations, regulatory developments, and
cost-saving needs. Overall, climate considerations are embedded in
investment decisions, R&D priorities, and long-term strategic plan-
ning, enabling the Group to mitigate risks, capture opportunities,
and remain competitive as the energy transition accelerates.
Climate-related risk
We have conducted a climate-related scenario analysis to under-
stand how transition and physical climate risks may affect the
Group’s operations and value chain. The analysis began by defining
the scope with internal experts, focusing on the parts of the busi-
ness most exposed to climate-driven disruption — our manufac-
turing sites, major suppliers, and key end-markets. Based on this,
we then identified material risk areas by assessing where climate
change could disrupt operations, increase input costs, or influence
demand patterns. This included transition risks such as rising car-
bon prices, evolving regulations, and shifts in energy and material
systems, alongside physical risks including extreme precipitation,
flooding, and rise in sea level rise.
With the risk areas defined, two contrasting climate futures were
developed using publicly available global climate-modelling data-
sets and sector-specific decarbonization pathways. These scenari-
os, representing a 1.5°C orderly transition pathway (IEA NZE, NGFS
Net Zero 2050, NZSI) and a 4°C high-warming pathway (IPCC
RCP 8.5/SSP5-8.5), describe plausible long-term developments in
policy ambition, technological progress, market conditions, and
physical climate hazards. They are not forecasts, but analytical
tools translated into quantifiable indicators — such as carbon-price
trajectories, energy-market dynamics, and hazard projections for
flooding, precipitation, drought, and heatwaves — which allow us to
test how our exposure could evolve over time.
Risk levels were then assessed by integrating these external
indicators with our internal operational and value-chain data, in-
cluding supplier locations, production-site characteristics, material
purchases, and the geographic distribution of sales. Physical-risk
exposure for 2030 and 2050 was evaluated using location-specif-
ic hazard data for each manufacturing site and key supplier site.
Market-related risks were assessed using national-level climate pro-
jections to understand how changing climate conditions may alter
tourism-driven demand for food-service and hospitality equipment.
Medium-term (1–5 years) and long-term (5+ years) horizons were
applied across our manufacturing footprint and major suppliers in
Europe, Asia, and North America. The assessment covered core
product categories — food, beverage, and laundry — as well as
manufacturing operations and the global supply chain. Data collec-
tion from suppliers and factories to refine supply-chain risk model-
ling is ongoing, with more detailed results expected in 2026.
The analysis highlights significant uncertainties in carbon-price
trajectories, energy-price volatility, steel-sector decarbonization,
and the frequency and severity of physical hazards, including
flooding, heavy precipitation, rise in sea level, drought, and heat-
waves. Among the regions assessed, Asia consistently displays
higher physical-risk exposure than Europe and North America.
Market-exposed risks were further analysed using country-level
data for major sales markets (USA, Italy, Sweden, France, Germany),
with Italy and France showing the highest long-term physical-risk
levels — potentially affecting hospitality-sector equipment demand
in the most exposed areas.
Resilience analysis
The resilience analysis was conducted in 2024 to evaluate how the
company’s strategy and operating model would perform under
different climate futures and to test the robustness of our transition
plan, investment priorities, and operational footprint against es-
calating physical and transition-related risks. The resilience anal-
ysis covered existing 2024 operations across all business areas,
products, and geographies, and assessed transition and physical
climate risks under 1.5°C and 4°C scenarios. While businesses ac-
quired during 2024 were excluded, no material parts of Electrolux
Professional Group’s operations were otherwise omitted.
The resilience analysis applies three time horizons. In the short term
(2025–2030), we are positioned to manage regulatory and market
changes through product redesign and supplier engagement. In
the medium term (2030–2040), exposure to physical risks increases
in certain geographies and adaptation strategies have started but
are not yet in place for all sites. In the long term (2040–2050), the
business model remains viable under both scenarios, with stronger
performance in the 1.5°C pathway due to decarbonization measures
embedded in our transition plan.
P. 82 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Several risk themes — resource-efficiency regulation, carbon-
intensive materials, and water scarcity — are partially reflected in
the company’s current strategy through energy-efficient, circular,
and water-efficient product development. However, integration
into investment planning, capex prioritization, and adaptation
measures is limited and a further elaboration on anticipated finan-
cial effects is needed. The 1.5°C and >3°C scenarios span both low-
and high-warming pathways, capturing the full range of plausible
climate, regulatory, and market futures affecting the company. This
spread reflects extremes used by leading frameworks (IPCC, IEA),
ensuring the analysis covers best-case transition alignment and
worst-case physical-risk uncertainty across operations and supply
chains.
The scenarios use IPCC- and IEA-aligned climate pathways,
transition-risk assumptions, regulatory trajectories, and sector-spe-
cific technology trends. Physical-risk analysis relies on regional
and country-level climate data, which is not yet fully downscaled
to site-specific geospatial coordinates, due to incomplete supplier
and location-level datasets. Transition-risk modelling incorporates
product-regulation timelines, refrigerant policies, and energy-cost
assumptions. Constraints include data gaps for suppliers, evolving
policy forecasts, and limited granularity for long-term physical-risk
projections.
The scenario definitions align with Electrolux Professional
Group’s asset lifetimes and strategic horizons because they mirror
long-term factory investments, product-platform cycles, and the
2030 climate-neutrality target. These same horizons guide capital
allocation for renewable-energy PPAs, technology upgrades, and
product redesigns.
The analysis also assessed the Group’s current and future abil-
ity to reduce Scope 1 emissions and mitigate climate-related risks.
Existing measures — such as energy-efficiency improvements in
factories, electrification of selected thermal processes, replacement
of gas-fired equipment where feasible, expanded renewable-en-
ergy sourcing, and the transition to lower-GWP refrigerants — pro-
vide a foundation for near-term reductions, but achieving deeper
long-term abatement will require accelerated investment in low-car-
bon technologies and the phased replacement of fossil-fuel-based
equipment. Operational resilience measures vary across geog-
raphies, with higher-risk regions requiring additional adaptation
action. Supply-chain resilience remains constrained by incomplete
supplier-level data, although ongoing data collection will strength-
en modelling by 2026. Product innovation in energy-efficient, cir-
cular, and water-efficient solutions continues to support resilience
under both analyzed pathways.
The Group has not yet incorporated geospatial-coordinate-
based climate-risk assessment (e.g., NUTS-level or site-specific
latitude/longitude) into its resilience analysis. Instead, the Group
relies on regional or national-level climate-risk data, combined with
factory-level water-risk assessments and supplier-reported infor-
mation. No report indicates the use of NUTS-classified datasets or
geospatial hazard mapping for physical-risk modelling.
Pollution
Material impacts, risks, and opportunities
Electrolux Professional Group’s material pollution-related impacts
arise across the value chain from the use of substances of concern
and substances of very high concern in materials, components,
and manufacturing processes. These substances may contribute to
long-term local pollution, harmful emissions during disposal, and
occupational or community exposure risks. Impacts occur upstream
through supplier chemical use, in operations where advanced ma-
terials and treatments are handled, and downstream during product
use and end of life management.
Positive impacts stem from water-efficient product designs that
reduce detergent use and wastewater pollution, supporting clean-
er ecosystems and lowering customer operating costs. Additional
opportunities arise from microplastics filtration technologies devel-
oped through partnerships and R&D, which help prevent microfiber
release from laundry processes.
Key risks are related to compliance with REACH, SVHC and
emerging chemical restrictions. These include redesign needs, sup-
ply chain disruptions, increased documentation requirements, and
potential liability or loss of market access. Operational risks include
leaks or spills of hazardous substances at production sites, which
may lead to environmental damage, remediation costs, and regula-
tory sanctions. These risks materialize across suppliers, operations,
and downstream users.
Interaction with strategy and business model
Pollution-related impacts, risks, and opportunities directly influence
strategic decisions on chemical phase-out, safer material substi-
tution, and supplier oversight. Regulatory pressures drive stricter
material screening, enhanced documentation practices, and design
choices that avoid substances of concern. Opportunities in water-
efficient solutions and microplastics filtration support product differ-
entiation and guide R&D investment, collaboration with innovation
partners, and service offerings.
Resilience of strategy and business model
Resilience is strengthened through safer material substitution, en-
hanced compliance and traceability systems, supplier engagement,
and operational controls to prevent chemical incidents. Continued
innovation in low-impact product solutions and filtration technolo-
gies supports long-term adaptability to tighter regulations and cus-
tomer sustainability expectations.
Water
Material impacts, risks, and opportunities
Electrolux Professional Group has material positive and negative
impacts, risks, and opportunities related to water across its up-
stream supply chain, operations, and downstream product use.
Negative impacts arise from water consumption in manufacturing
and supplier processes, and from water discharges containing
particulates, metals, and detergent residues that may not be fully
removed in treatment systems. These impacts contribute to aquatic
toxicity, reduced biodiversity, and ecosystem degradation, while
water use in operations and product applications can intensify
pressure on water-stressed regions, affecting community access
and environmental health. These impacts occur across the entire
value chain and are expected in the short-, medium- and long-term
horizons. Positive impacts stem from water-efficient and water free
product solutions that reduce customer water withdrawal, lower
operating costs, and help protect local water resources. These orig-
inate from our strategy to provide resource-efficient professional
equipment and from our product-centric business model, where
most environmental impacts occur during product use. We enhance
these positive impacts by embedding water performance in product
development, conducting water risk assessments, and reducing
water use in our operations.
We have identified an opportunity to enhance water efficiency
through connected and data-enabled products that optimize water,
energy and detergent use, prevent leaks, and support behavioral
improvements. This aligns with our lifecycle and service-oriented
strategy and digital platform development.
A material risk arises from operating in water-stressed regions,
where increasing scarcity, rising water costs, and stricter regulations
may affect production continuity and product competitiveness.
We address these risks through structured water risk assessments,
reduced withdrawal in high-risk areas and water reuse measures.
These risks and impacts fall under ESRS disclosure requirements and
do not require entity specific disclosures.
Interaction with strategy, business model, and value chain
Water related impacts, risks, and opportunities directly influence our
business model and strategic decisions. Negative impacts from water
use and discharges shape regulatory expectations and customer
requirements, affecting product design, supplier evaluation, and
operational practices. Because our equipment has long lifecycles,
water performance and discharges accumulate across the value
chain, reinforcing our strategic priorities such as water stewardship,
supplier chemical controls, and integration of water efficiency in R&D.
Positive impacts and opportunities support our strategic direc-
tion toward resource-efficient, high-performance solutions. Water-
efficient products and connectivity strengthen market differentiation
and support investment decisions in digital platforms, service offer-
ings, and cleaner chemistries across the value chain.
Water scarcity risks drive integration of water risk considerations
into site planning, sourcing, and innovation choices, reinforcing ef-
forts to reduce withdrawal and adopt reuse solutions. Collectively,
these impacts, risks, and opportunities inform innovation road maps
and operational practices, and support our shift toward low-impact,
service-enhanced offerings.
Resilience of strategy and business model
Our strategy demonstrates resilience through water-efficient product
design, supplier engagement, water risk assessments, operational
reduction measures, and the development of connected solutions
P. 83 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
that improve monitoring and lifecycle performance. These actions
strengthen our ability to adapt to water scarcity, tighter regulations,
and customer sustainability expectations, supporting long-term
competitiveness across water-stressed markets.
Resource use and Circular economy
Material impacts, risks, and opportunities
Our circular economy strategy and product-centric business model
create positive impacts as we design long-lasting, repairable prod-
ucts, increasing recycled material use and operating refurbishment
and take-back programs. These actions reduce natural resource
demand, waste generation, and landfill disposal and support im-
proved reliability, lower total cost of ownership, and safer material
choices for customers and workers. Societal benefits also include
potential job creation in repair, refurbishment, and recycling. These
positive impacts are covered by ESRS disclosure requirements.
Negative impacts arise from remaining dependencies on virgin
materials and the risk of improper end-of-life disposal of products
sold globally. These impacts include resource depletion, emissions,
contamination, landfill growth, and ecosystem degradation, and
may also expose nearby communities and informal waste workers
to pollution and health risks. These negative impacts are addressed
by ESRS disclosure requirements.
Key risks include material shortages, higher costs for sustainable
materials, and non-compliance risks linked to hazardous waste
handling across our manufacturing sites. Evolving circularity leg-
islation — such as requirements on recycled content, repairability,
and stricter waste management obligations — may affect product
design, sourcing, and compliance costs. All risks are addressed by
ESRS disclosure requirements.
We have also identified opportunities from increasing market
demand for circular, durable, and resource-efficient products.
Designing products for repairability and reuse, co-developing cir-
cular solutions with partners, and supporting customers in meeting
regulatory requirements drive environmental benefits and improve
customer value through reliability, lower lifecycle cost, and enhanced
compliance. The assessment indicates no changes in material
impacts, risks, or opportunities from the previous reporting period.
Interaction with strategy, business model, and value chain
Circular design principles — including recycled materials, repair-
ability, modularity, and take-back initiatives — shape our R&D pri-
orities, procurement processes, and manufacturing choices. These
measures reduce material costs, support zero-landfill initiatives, and
increase collaboration with suppliers and recyclers. They also sup-
port a strategic transition from equipment sales toward a circular,
service-led model.
Developing recyclable products and improving material recov-
ery rates stabilizes costs, reduces exposure to raw material volatility,
and lowers regulatory and waste handling risks. These outcomes
support long-term resilience by decoupling growth from virgin ma-
terial use and embedding lifecycle thinking in supplier collaboration
and service offerings.
Negative impacts from virgin material dependency and improp-
er disposal currently drive higher material and waste management
expenses and increase regulatory and reputational exposure. In
response, we are expanding circular design, reducing virgin mate-
rial use, strengthening waste management controls, and scaling up
take-back schemes.
Risks related to material shortages, sustainable material pric-
ing, and waste compliance requirements affect sourcing reliability,
margin structure, and operational complexity. Growing demand for
circular and repairable equipment strengthens our value proposition
and accelerates integration of lifecycle performance and regulatory
readiness across the value chain.
Emerging circularity legislation is already influencing design
choices, sourcing decisions, and compliance planning. By expand-
ing eco design, recycled material use, and traceability, we aim to
reduce transition costs and ensure alignment with long-term regula-
tory expectations.
Resilience of strategy and business model
Our strategy demonstrates resilience through circular eco design,
modularity, and increased recycled material sourcing, which reduce
dependency on virgin inputs and lower regulatory risk. Partnerships
with suppliers, repair networks, and take-back operators, together
with lifecycle assessments and targeted R&D, enable rapid adapta-
tion to regulatory and market changes.
We are responding to growing demand for circular and repair-
able products by expanding service-based revenue streams, which
further strengthens our resilience and supports long-term competi-
tiveness. Eco design integration, supplier engagement, and compli-
ance monitoring enable us to respond to evolving requirements and
reinforce resilience within stricter regulatory frameworks.
Own workforce
Material impacts, risks, and opportunities
Material impacts, risks, and opportunities related to our own work-
force are identified through structured processes, including work-
force feedback mechanisms and impact and risk assessments cov-
ering topics such as health and safety, gender diversity, and skills
development. The outcomes of these processes inform management
decision-making and strategic priorities and are directly linked to
our strategy and business model. Workforce-related topics influence
decisions on organizational design, ways of working, competence
development, and operational resilience. Addressing workforce-re-
lated risks supports business continuity and performance, while
opportunities linked to skills development and inclusion strengthen
our capacity to execute our strategy and deliver sustainable growth.
In this way, employees’ experiences and needs are reflected in how
the strategy is implemented and how the business model evolves.
The Group confirms that all individuals within its own workforce
who could be materially impacted by its activities are included
in the scope of this disclosure. With a workforce of approximately
4,300 employees across more than 30 countries, material impacts
have been identified primarily in relation to health and safety and
gender diversity. These impacts are addressed through structured
policies, risk assessment processes, and engagement practices that
apply across the organization.
For the purpose of this disclosure, our own workforce includes
individuals employed directly by the Group, such as full-time and
part-time employees and apprentices, as defined by local legisla-
tion. It also includes self-employed individuals engaged directly by
the Group to perform work that would otherwise be carried out by
employees, including work performed in public areas or at client
sites, as well as third-party workers provided by external compa-
nies on our premises. This classification ensures that all materially
impacted individuals, regardless of employment status, are covered
by the scope of the Group’s sustainability disclosures and related
risk assessments.
Own workforce subject to positive and negative impacts
Electrolux Professional Group has found that material negative
impacts on its workforce are rare and primarily incident-based.
Occasional work-related injuries are promptly addressed through
established risk management processes, while broader topics like
health and safety and diversity are continuously monitored to sup-
port a safe and inclusive workplace.
Electrolux Professional Group creates a tangible positive im-
pact on its workforce by promoting wellbeing, development, and
supportive working conditions as part of its strategy and business
model. Through initiatives such as smart working policies, flexible
work arrangements where operationally feasible, continuous learn-
ing opportunities, and social activities that strengthen engagement,
the Group enables employees to thrive. By ensuring fair treatment,
fostering growth, and cultivating an inclusive and supportive envi-
ronment, the Group contributes directly to improved employee well-
being, satisfaction, and long-term career development.
Risks and opportunities arising from impacts and dependencies
Risks and opportunities arise from workforce health, safety, skills,
diversity, and retention, with strong engagement, low injury rates,
and development initiatives enhancing resilience while shortages,
skills gaps, and wellbeing challenges pose risks addressed through
training, inclusion, and continuous improvement.
Interaction with strategy, business model, and value chain
Electrolux Professional Group’s strategy — focusing on innovation,
digitalization, customer care, and operational excellence — directly
impacts its workforce. The move towards sustainable and digital
solutions requires upskilling, while expanding into new markets
presents both opportunities and challenges for employees. These
strategic choices therefore create both opportunities — such as skills
development and career progression — and risks, including those
related to health and safety, workload, and equality.
P. 84 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Workers in the value chain
Material impacts, risks, and opportunities
Electrolux Professional Group has identified material negative
impacts, risks, and opportunities related to workers in the value
chain, arising from its reliance on a global and multi-tier supply
chain where human rights, and health and safety standards vary
significantly.
Electrolux Professional Group includes all value-chain workers
likely to be materially impacted by its activities. The scope covers
workers in our own operations and across the upstream and down-
stream value chain, including suppliers of raw materials, metals,
electronics, and components; logistics and transport providers; dis-
tributors; and authorized service partners. It also includes workers
affected through the use, servicing, repair, and end-of-life handling
of products. Material impacts may also affect on-site non-employees,
such as external maintenance technicians, contractors, cleaners,
security staff, and temporary agency workers operating at manu-
facturing and warehouse sites. These workers are not part of the
Group’s own workforce. Inclusion is determined through the double
materiality assessment, ERM process, and supplier due diligence,
focusing on labor rights, health and safety, working conditions, and
skills impacts. Business relationships and long-lifecycle products
are explicitly considered to ensure that materially affected worker
groups are addressed through relevant policies, actions, metrics,
and targets. Electrolux Professional Group’s material risks and op-
portunities related to value-chain workers arise primarily from spe-
cific worker groups, rather than uniformly across all workers. These
include upstream supplier workers in higher-risk regions, logistics
and transport workers, on-site non-employees at manufacturing
and warehouse locations, and downstream service technicians
and installers requiring specialized skills. These groups are more
exposed due to labor rights, health and safety, and skills depen-
dencies, particularly linked to long product lifecycles and increasing
digital and energy-efficient technologies.
Negative impacts relate primarily to occupational health and
safety risks in high-risk sourcing regions and supplier tiers, including
exposure to hazardous working environments, long working hours,
inadequate protection, and the use of heavy machinery or chemicals.
These impacts affect the physical, mental, and social wellbeing of
workers across upstream suppliers and downstream service partners.
A further material human-rights related risk concerns conflict
minerals, particularly in value chains involving chromium-bearing
steels and electronic components, where violations may occur at
extraction or processing stages. Limited transparency and complex
intermediaries heighten exposure across supply tiers. These risks are
connected to product design choices, material specifications, and
procurement practices.
The Group has also identified a material opportunity to influence
working conditions through responsible procurement practices.
Supplier audits, corrective action processes, capability building,
and embedded ESG requirements enhance transparency, supplier
governance, and long-term value chain resilience.
Interaction with strategy, business model, and value chain
The company’s business model depends on global sourcing of ma-
terials, components, and services, making worker-related risks a key
issue in supplier selection, onboarding, and oversight. Occupational
health and safety risks are driving strengthened supply chain gov-
ernance, expanded due diligence requirements, and integration of
labor standards into sourcing decisions. Conflict minerals risks influ-
ence product design, contractual requirements, traceability expec-
tations, and sourcing diversification to avoid high risk areas.
Opportunities linked to responsible procurement shape sourcing
strategies, support preferred supplier development, and reinforce
long-term business continuity and customer expectations for ethical
supply chains.
Resilience of strategy and business model
Resilience is strengthened through the integration of occupational
health and safety and human rights due diligence into sourcing,
supplier contracts, and governance structures. Supplier engage-
ment, risk-based audits, safer sourcing practices, and human rights
controls enhance adaptability to evolving regulations and stake-
holder expectations. Responsible procurement initiatives further
support continuity, risk mitigation, and long-term value chain stability.
Affected communities
Material impacts, risks, and opportunities
Electrolux Professional Group has material community impacts
linked to the presence of conflict minerals in certain stainless steel
and electronic components. Extraction of these minerals in high-risk
regions may involve land dispossession, unsafe working conditions,
forced or child labor, environmental degradation, and loss of live-
lihoods, which negatively affects community wellbeing and local
ecosystems. These impacts originate upstream through mines, trad-
ers, and smelters supplying chromium-bearing steels and are con-
nected to product specifications and sourcing decisions.
Positive community impacts are generated through long-standing
partnerships such as Worldchefs and the Art & Science Come
Together program. These initiatives provide training for chefs from
underserved communities, supporting employability, income oppor-
tunities, and resource-efficient culinary practices. Additional oppor-
tunities arise from local community engagement activities, including
education partnerships, skills development, local hiring, volunteer-
ing, and community investment that strengthen wellbeing and build
long-term relationships with stakeholders.
Non-compliance with evolving human rights legislation is a ma-
terial risk that could lead to sanctions, increased compliance costs,
supply chain disruption, and reputational harm. The risk originates
both in our own due diligence processes and in the practices of
suppliers, distributors, and service partners operating under height-
ened legal expectations.
Scope across operations and the value chain
Electrolux Professional Group identifies and assesses material im-
pacts, risks, and opportunities through a structured double-
materiality process integrated with its strategy, business model, and
enterprise risk management (ERM). This covers impacts arising from
our own operations and the upstream and downstream value chain,
including through products, services, and business relationships.
Impact inclusion is determined through the double materiality as-
sessment and ERM process, considering environmental, social, and
human-rights impacts on local communities, including health, safety,
and environmental effects. See the double materiality assessment
process on page 86 for further information. The outcomes directly
inform strategic decisions and business-model adaptation, including
product design, portfolio electrification, digital and service offerings,
sourcing practices, capital allocation, and target-setting (e.g. climate
and Scope 3). Progress is reviewed regularly, ensuring that the strat-
egy and business model evolve in response to changing risks, im-
pacts, regulations, and stakeholder expectations. Where applicable,
the Group commits to respecting human rights, including the rights of
indigenous peoples, ensuring that materially affected communities
are reflected in relevant policies, actions, metrics, and targets.
Description of communities subject to material impacts
Electrolux Professional Group’s material impacts may affect local
communities around its manufacturing, logistics, and service sites,
where environmental, health, safety, and employment effects may
arise. Upstream communities include those located near the ex-
traction and processing of metals, electronics, and other raw mate-
rials used in products. Downstream communities may include areas
around waste treatment, recycling, and end-of-life facilities for pro-
fessional equipment. Impacts may also arise in communities linked
to service and installation activities. Communities of indigenous
peoples may be affected through upstream sourcing or land-use
dependencies and are considered within the scope.
Material negative impacts and community groups at greater risk
Through its double materiality assessment, Electrolux Professional
Group has gained an understanding of communities at greater risk
of harm by mapping impacts across geographies, activities, and
value-chain stages. Particular attention has been given to commu-
nities near manufacturing sites, upstream extraction and processing
locations, and downstream recycling or waste-handling contexts,
where environmental or health impacts may be higher. The Group
also considers contextual vulnerability, such as weaker regulatory
environments, socio-economic sensitivity, or transition-related pres-
sures. These insights inform risk prioritization, responsible sourcing,
environmental management, and community-related mitigation
measures, ensuring that groups with heightened exposure are
appropriately considered in strategy and disclosures. Electrolux
Professional Group's material negative impact on affected com-
munities is neither widespread nor systemic. Some products may
contain conflict minerals, creating a risk of human rights violations in
sourcing communities. The impact is localized and incident-based,
mainly linked to manufacturing, logistics, or specific supplier re-
lationships, and managed through environmental management
systems and due diligence. Emerging human rights legislation on
P. 85 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
ethical and responsible business practices may potentially affect
communities near extraction or recycling sites. These risks are ad-
dressed through responsible sourcing, supplier audits, and climate
transition planning rather than through identified severe community
incidents.
Interaction with strategy, business model, and value chain
As a business reliant on global sourcing, community impacts and
human rights risks influence supplier selection, onboarding and
oversight, as well as material-related design choices. Conflict min-
eral exposure is driving OECD-aligned due diligence, traceability,
supplier audits, and escalation mechanisms. Skills-based partner-
ships and community programs reinforce brand equity, strengthen
customer ecosystems, and support preferred supplier relationships.
Resilience of strategy and business model
Resilience is supported through integrated human rights due dil-
igence, clear supplier requirements, targeted engagement of risk
tiers, and escalation/remediation channels. The Worldchefs partner-
ship and Art & Science Come Together program, along with local
community initiatives, enhance our social licence to operate and
strengthen our long-term competitiveness as regulatory expecta-
tions and stakeholder scrutiny increase.
Business conduct
Material impacts, risks, and opportunities
Electrolux Professional Group generates a positive impact through
fostering a culture of inclusion, transparency, and feedback, where
employees are encouraged to raise concerns via structured chan-
nels that support trust and continuous improvement. The Group
further promotes positive impacts across its operations and value
chain by upholding high ethical standards, supported by training
and clear expectations for responsible business conduct. At the
same time, operating across diverse markets exposes the Group to
potential risks related to corruption, unethical practices, and weak
governance structures. In addition, risks related to whistleblower
protection and confidentiality may hinder reporting of misconduct
and lead to legal, regulatory, and reputational consequences if not
effectively managed.
Interaction with strategy, business model, and value chain
As a business operating across multiple markets and relying on
global supplier and customer relationships, Electrolux Professional
Group is exposed to business conduct risks such as corruption and
unethical practices, particularly in higher-risk regions, arising from
its geographic footprint and complex value chain. In response, the
Group adapts its strategy and business model by integrating Code
of Conduct requirements, risk-based due diligence, employee train-
ing, and whistleblowing mechanisms into core processes across
procurement, sales, and service operations, while strengthening
internal controls and governance structures.
Electrolux Professional Group conducted its first double materiality
assessment (DMA) in 2023 to systematically identify and assess
its actual and potential, positive and negative impacts on people
and the environment, as well as sustainability-related risks and op-
portunities that could affect the company’s financial performance.
The DMA was based on the ESRS topic list and designed as a
structured, transparent process consistent with regulatory expecta-
tions. In 2025, the DMA was reviewed and validated, including the
integration of the newly acquired companies TOSEI and Adventys,
confirming that the 2024 material topics remained applicable due to
alignment in operations, products, and governance structures. The
outcomes of our 2023 double materiality assessment directly inform
the strategic considerations disclosed in SBM-3, page 80, ensuring
that material sustainability impacts, risks, and opportunities are
integrated into our business model and strategic planning. Certain
disclosure requirements under ESRS 2 IRO-1 are addressed in the
SBM-3 section of this report, see SBM 3, pages 80-85.
We intend to review and update our materiality-assessment
methodology on a regular basis, i.e., as part of a structured and
recurring cadence embedded within the company’s sustainabili-
ty-governance cycle. This includes revisiting the methodology at
intervals appropriate to evolving regulatory guidance, emerging
stakeholder expectations, internal strategic developments, and
significant sustainability-related trends. By integrating these re-
views into the ongoing governance process rather than adhering
to a fixed schedule, the Group ensures that the materiality-assess-
ment approach remains transparent, relevant, and useful to deci-
sion-making.
Identifying sustainability matters
The identification of sustainability matters begins with the compi-
lation of a gross list of topics based on the complete set of ESRS
topical standards, including all sub-topics and sub-sub-topics. In
line with our methodology, we consider the entire ESRS topic list
without exclusions. We also include preliminary topics outside the
ESRS framework where these could be potentially material to our
operations. This initial assessment covers all parts of our business
model, value chain, geographical locations, and sector-specific
characteristics. It resulted in a preliminary list of sustainability mat-
ters spanning environmental, social, and governance domains,
ensuring comprehensive coverage of potential impacts, risks, and
opportunities across all time horizons and value chain segments.
The examination of climate-related impacts, risks, and opportunities
was an integral part of the DMA concerning sustainability issues re-
lated to climate change mitigation and adaptation. The climate-risk
scenario analysis performed in 2022 and updated in 2025 aided in
the identification and assessment of physical and transitional risks
and opportunities across different time frames.
Stakeholder engagement
The stakeholder review ensures alignment with existing processes
and stakeholder expectations. We conduct interviews and document
reviews with a broad range of internal and external stakeholders,
including the Chief Operating Officer, Chief Financial Officer, General
Counsel, Business Area leaders, the Board, suppliers, investors, cus-
tomers and relevant NGOs. This dialogue is complemented by inter-
nal analysis, including benchmarking, ERM insights, environmental
assessments, climate-related evaluations and reviews of our policies,
management systems, and operational processes. The perspectives
gathered through this engagement inform the identification of im-
pacts, risks, and opportunities within each sustainability matter in-
cluding sub-topics and ensure that the DMA reflects both the realities
of our operational footprint and the interests of affected stakeholders.
Impact materiality assessment
In the impact materiality assessment process, all the identified pos-
itive and negative, actual and potential impacts on people and the
environment are evaluated. Each impact was assessed using the
following criteria: scale, scope, irremediability, and likelihood. The
severity of an impact is calculated as the combined effect of scale,
scope, and irremediably. The impact materiality score is derived by
multiplying severity and likelihood, resulting in a quantifiable mea-
sure of whether an impact is low, medium, or high. Thresholds for
the scoring are defined in our methodology: for negative impacts,
scores from 0-5 are considered low, 5-10 are considered medium,
and scores above ten are considered high; for positive impacts,
scores from 0-4 are low, 4-7 are medium, and scores above 7 are
considered high. Only medium and high scores indicate material im-
pacts. For human rights-related impacts, the likelihood was weight-
ed less, reflecting the principle that severity takes precedence. We
prioritized negative impacts based on their relative severity and
likelihood, while positive impacts were considered based on their
scale, scope, and likelihood. Materiality thresholds were set using
both qualitative and quantitative criteria, with only medium and
high scores considered material for reporting purposes.
IRO-1 Description of the processes to identify
and assess material impacts, risks, and opportunities
P. 86 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Financial materiality assessment
We identified financially material topics by reviewing all financial
risks in the Group’s Enterprise Risk Management (ERM) and assess-
ing sustainability issues for their financial impact using:
> Likelihood: Probability of occurrence
> Size: Potential financial effect, based on thresholds from our
Enterprise Risk Management (ERM) system (e.g., low: <25 SEKm,
medium: 25–50 SEKm, high: 50–250 SEKm, very high: >250 SEKm)
The threshold for material risks and opportunities include those with
a score of medium or high. The financial materiality score is low
0-1.5; medium 1.5-3 and high >3.
The financial materiality score was calculated as size multiplied
by likelihood, with medium and high scores considered material.
This approach ensured that only those risks and opportunities with
a significant potential financial impact were prioritized for manage-
ment and reporting.
The formulation of IROs occurs during and after the impact and
financial materiality assessments. Each IRO identified in earlier
steps is translated into a clear and specific statement that reflects
the nature of the impact, risk, or opportunity; the part of the value
chain where it occurs (upstream, own operations, downstream);
and the time horizon over which it is relevant (short-, medium- or
long-term). The formulation is also informed by the underlying driv-
ers, stakeholder feedback, process characteristics, and the Group’s
operational and strategic context. All IROs are documented and
linked back to the ESRS topics and sub-topics from which they
were derived, ensuring full traceability for assurance and reporting.
This documentation is then consolidated through internal delibera-
tions, benchmarking, and review by senior management, the Audit
Committee and the Board of Directors. The result of this process is a
validated set of material IROs, which form the basis for the Group’s
material sustainability matters and reporting obligations.
Decision-making and internal controls
Sustainability matters are integrated into the overall governance
framework of Electrolux Professional Group. The Board of Directors
maintains ultimate oversight of sustainability-related decisions,
reviewing business plans, sustainability progress, and reporting
preparedness — including CSRD alignment. The Audit Committee
supervises the preparation of sustainability disclosures and internal
control systems relevant to ESG information. Operational sustain-
ability decision-making is led by the sustainability board, compris-
ing the Group Management Team, and the VP of Group sustainabil-
ity, who is responsible for setting sustainability targets, overseeing
implementation, and monitoring progress. Annual sustainability
performance reviews form part of the strategic planning cycle and
influence investment decisions, including renewable energy initia-
tives and sustainable product development.
The Group applies a structured internal control and risk-man-
agement framework covering both financial and non-financial re-
porting. Controls are based on:
> Internal policies and procedures, including Code of Conduct,
Environmental Policy, Anti-Corruption Policy, Workplace Standard;
> Risk-management processes that identify ESG-related risks and
ensure structured mitigation and monitoring;
> The Audit Committee, which oversees the accuracy, completeness,
and reliability of sustainability disclosures;
> External auditor review of the Corporate Governance Report and
sustainability-related information.
The DMA is reviewed annually as part of this governance cycle. The
review evaluates whether impacts, risks, and opportunities remain
accurate and up to date. Revisions are triggered when material
changes occur, such as new acquisitions, divestments, significant
changes in the business model or value chain, emerging regulatory
expectations, or shifts in stakeholder concerns. The 2025 reporting
cycle included a revision of the DMA to reflect newly identified ma-
terial topics and changes in the Group’s operations. Going forward,
the DMA will continue to be updated at least once per year, and
more frequently when strategic or operational developments raise
the importance of reassessing material impacts.
Process to identify climate-related impacts, risks,
and opportunities
Screening and assessment of GHG emissions
To assess the climate change impact, we screened our activities
and plans across our own operations and the value chain to identify
actual and potential future GHG emission sources, and, where ap-
plicable, other climate impact drivers. The screening encompassed:
Scope 1 (direct emissions from manufacturing facilities, including
HFC gas leakage), Scope 2 (indirect emissions from purchased
electricity and heat), and Scope 3 (indirect emissions).
We prepared our GHG emission inventory in accordance with
the GHG Protocol and included locked-in emissions arising from the
use phase of products sold over their lifetime, especially products
with high energy consumption and gas-powered appliances.
Assessment of risks and opportunities
We assessed climate-related risks and opportunities that could
have a financial impact on the Group. These were mapped through
the enterprise risk management system and Electrolux Professional
Group’s global warming scenario analysis for climate risk.
Physical risks
We assessed physical climate risks over both medium-term (1–5
years) and long-term (beyond 5 years) horizons, evaluating ex-
posure and sensitivity at site and country levels. Our analysis was
informed by high-emissions scenarios, specifically IPCC RCP 8.5/
SSP5 8.5, alongside relevant regional climate projections. The as-
sessment covered our manufacturing sites and key suppliers across
Asia, Europe, and North America. We identified and evaluated risks
including flooding, heavy precipitation (greater than 20 mm/day),
rise in sea level, heatwaves, drought, bushfires, and water scarcity.
Flooding emerged as the most material physical threat to both
manufacturing capacity and supply chain continuity. Sites in Asia
— particularly China and Thailand — were generally found to be
more vulnerable than those in Europe and North America. Notable
site-specific exposures include: St. Vallier, France: Medium to high
flood risk, Stockholm and Malmö, Sweden: Low indirect risk from
sea-level rise, and Atlanta, Louisville, Mississippi (USA): Elevated
flood exposure for suppliers and sites. This analysis enables us
to prioritize adaptation measures and resilience planning for the
most exposed locations within our operations and supply chain.
Following hazard identification, we evaluated how our manufactur-
ing sites and value chain actors may be exposed and sensitive to
those climate related hazards. The analysis shows that physical dis-
ruptions — particularly extreme weather events — could compromise
manufacturing capacity and upstream supply chain performance.
By examining location-specific vulnerability and operational depen-
dencies, we derived our gross physical risk profile, focusing on how
climate hazards may impair assets, reduce productivity, or interrupt
flows critical to delivering products to customers.
Climate-related transition risks and opportunities
We conducted climate-related scenario analysis using two different
climate scenarios, a 1.5°C transition scenario (IEA NZE 2050, NGFS
Net Zero 2050, sector roadmaps), and a 4°C high emissions physical
risk scenario (IPCC RCP 8.5/SSP5 8.5). This helps us understand how
our assets and activities can be exposed and sensitive over the
medium- (1–5 years) and long-term (>5 years) horizon.
Transition-risk assessment incorporates likelihood, magnitude,
and duration of policy, market, and technology shifts, and evaluates
locked-in emissions from existing assets and product use phases to
clarify long-term exposure and required decarbonization pathways.
The climate scenarios (IEA NZE, NGFS, NZSI, IPCC 8.5) are
broadly compatible with financial-statement assumptions, as both
reflect expectations of continued energy-price volatility, regulatory
tightening, and climate-related cost pressures. The 2024 Annual &
Sustainability Report highlights stable profitability, ongoing invest-
ments, and strengthened sustainability performance, including a 61%
reduction in Scope 1 and 2 emissions and reinforced climate-transi-
tion commitments, indicating no material inconsistencies between
scenario-based risk expectations and financial planning. The com-
pany’s long-term strategic assumptions align with a low-carbon
transition and increased climate-resilience investments
We assessed potential cost impacts from carbon pricing, CBAM,
energy price trajectories, and efficiency/label requirements, including
indicative effects on steel, transport, and energy expenditures.
We noted that while electricity prices could rise on average
(e.g., 50% increase 2020–2050 in IEA NZE), the net financial impact
remained uncertain given decarbonization pathways and market
responses. This includes potential cost increases driven by carbon
pricing, higher transportation costs associated with low-emission
logistics, and energy price volatility linked to decarbonization efforts.
We also anticipate rising steel prices due to residual carbon content
and the impact of new regulatory measures, such as energy label-
ling requirements and circular economy legislation, which are ex-
pected to influence product and operational costs. The analysis in-
dicates that increased investment needs in decarbonization across
P. 87 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
heavy emitting sectors may influence material prices and volatility.
At the same time, evolving efficiency regulations and the expansion
of low-carbon product expectations may create opportunities for
innovation and strategic positioning. This assessment provides a
view of gross transition risks and emerging opportunities, considering
both operational and financial implications.
Impacts such as increased risk could drive customer demand
for energy-efficient products and solutions. For climate change, we
identified product and market opportunities (e.g., energy and water-
efficient solutions) and geographic demand shifts (e.g., tourism
redistribution to higher latitudes and shoulder seasons) that could
offset certain transition/physical exposures.
Process to identify pollution-related impacts, risks,
and opportunities
For pollution of water and soil, our IRO assessment process was
grounded in the TNFD LEAP (Locate, Evaluate, Assess, Prepare)
approach. The scope included all our production sites globally, as
well as upstream value chain activities at the country (Tier-1) level
for thirty prioritized sourcing commodities.
Screening methodologies and assumptions
Electrolux Professional Group conducts systematic screening of all
manufacturing sites and selected key suppliers to identify actual
and potential pollution-related impacts, risks, and opportunities
across its operations and upstream value chain. Screening is based
on a structured self-assessment questionnaire deployed through the
digital sustainability platform for direct operations. The assessment
covers key pollution-relevant areas, including:
> Monitoring and treatment of water discharges
> Management of hazardous and non-hazardous waste streams
> Controls for air emissions and refrigerants
> Procedures to prevent accidental releases, spills, and leaks
> Compliance with national or local limits and regulations
> Emergency preparedness and response related to leaks and spills
Submitted documentation is reviewed centrally to ensure complete-
ness and alignment with internal requirements, supporting early
detection of gaps in pollution controls and compliance readiness.
Upstream screening uses internal sourcing data combined with
the SBTN Materiality Screening Tool, SBTN High Impact Commodity
List, to identify pollution related impacts. Downstream pollution
impacts related to product use and end of life were not assessed in
this cycle.
No external stakeholder consultations with affected communities
were conducted in this assessment cycle. Engagement was limited
to internal stakeholders.
Pollution-related impacts and dependencies
Impacts and dependencies are evaluated using site questionnaires,
SBTN screening, ENCORE for ecosystem dependencies, WWF
Risk Filters for water-related risk screening, and Environmental
Performance Index (EPI) benchmarking for country-level pollution,
water management, and waste recovery conditions. Direct opera-
tions report impacts such as soil pollutants, water pollutants, water
use, and solid waste, while dependencies include reliance on water
supply and water quality. Upstream production of metals, plastics,
including fossil-based rubber, electronics, and wood and paper
for packaging materials, is evaluated for pollution-related impacts,
including water pollutants, soil pollutants, non-GHG air pollutants,
water use, and solid waste.
Assessment of pollution-related risks and opportunities
Pollution-related risks and opportunities are assessed by integrating
findings from impact and dependency analyses with enterprise risk
management, environmental benchmarking, and internal stake-
holder dialogue. Identified opportunities include implementing na-
ture-based solutions at sites to mitigate pollution risks and investing
in cleaner technologies and improved pollution control systems to
reduce regulatory exposure, enhance operational efficiency, and
support reputation. Physical risks include pollution-related vulnera-
bilities linked to flooding and extreme weather, particularly regard-
ing the storage of hazardous waste and chemical products.
Recommendations and conclusions from this process feed into
the Group’s responses and reporting on pollution-related impacts,
risks, and opportunities.
Process to identify water-related impacts, risks, and opportunities
Screening of site locations and business activities
The Group has screened its site locations and business activities
to identify actual and potential water-related impacts, risks, and
opportunities in its own operations and across the upstream value
chain. The screening combined internal information with external
datasets and tools, including GIS based analysis, and a question-
naire sent to sites to capture local conditions of own operations.
We carried out a detailed operational water risk screening
using the WWF Water Risk Filter methodology, integrated into the
TNFD LEAP process for identifying locations where the company
interfaces with water resources. The assessment mapped each
production site to its corresponding river basin and evaluated cur-
rent (Baseline 2020) and projected future (scenario pathways for
2030 and 2050) risks related to water scarcity, flooding, and water
quality. This screening highlighted that water use varies significantly
across sites, identifying Rayong (Thailand), Ljungby (Sweden), and
Shizuoka (Japan) as the highest consuming locations, largely due to
paint shop operations. Shizuoka was further noted as situated in a
region of moderate water risk, while Carros (France) reported sea-
sonal water restrictions.
For suppliers, the screening applied the SBTN Materiality
Screening Tool together with ENCORE sector level data and ISIC
code matching to determine where upstream production processes
are associated with significant water use and wastewater genera-
tion. This analysis highlighted that several key materials procured by
us — including steel, aluminium, plastics, packaging materials, and
other basic metals — are classified as high impact commodities with
substantial water-related pressures due to extraction, processing,
and manufacturing activities. The High Impact Commodity assess-
ment further underscored that mining and metals production typically
require large volumes of water and may contribute to water pollution,
while plastics and packaging manufacturing also involve intensive
water use and potential freshwater impacts. Through this approach,
supplier countries with limited wastewater treatment infrastructure,
high water stress or environmentally sensitive production systems,
were identified as priority areas for monitoring and engagement.
Workshops with the Group were held to consolidate results
from the “Locate” and “Evaluate” phases of the TNFD approach.
Environmental benchmarking of site locations and business activi-
ties also forms part of the screening and facilitates the mapping of
opportunities and risks. No specific consultation with affected com-
munities was conducted.
Assessment of risks and opportunities
The assessment focused on how Electrolux Professional Group may
be exposed to future water-related physical risks across its oper-
ations and value chain, considering projected changes in water
availability, basin quality, and hydrological variability.
Future risks were assessed using WWF Water Risk Filter climate
pathways. These model changes in water scarcity, flooding, and
water quality under optimistic, current trend, and pessimistic global
climate scenarios for 2030 and 2050. Physical risks were assessed
based on future water quantity and water quality outlooks, includ-
ing water scarcity, water stress, flooding probability, and potential
degradation of local water infrastructure. Several operational sites
— such as Shanghai, Shizuoka, and Rayong — are projected to
experience sustained or intensifying pressures related to water scar-
city and flooding, while European locations including Saint Vallier,
Sursee, and Troyes are expected to retain very high to extreme
water quality risks across multiple scenario trajectories.
The assessment also highlighted both transition and market op-
portunities that can support long-term resilience. These include ex-
panding water efficiency improvements at high-use sites, strength-
ening water governance measures in regions facing declining future
basin conditions, and encouraging suppliers to enhance water
stewardship to reduce shared risks. Transition opportunities relate
to expanding water efficiency, reuse, and process optimization in
water intensive areas — particularly paint shops and other high use
processes — which can reduce exposure to future water scarcity
and water stress while improving operational performance. Market
opportunities arise in key customer geographies where water scar-
city, variable water availability, and increasing flood incidence are
influencing seasonality and demand in the hospitality and food
service segments (e.g., Italy, France, Germany, and the US). These
changing conditions increase the relevance of water-efficient,
low-consumption solutions during product use and create opportu-
nities to position our portfolio to support customers facing growing
water resource constraints. Proactively addressing water-related
risks across operations and the value chain also positions the Group
to respond effectively to market expectations and investor interest
in strong water management performance.
P. 88 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Process to identify resource use and circular economy-related
impacts, risks, and opportunities
Screening methodologies and assumptions
The Group identifies and assesses resource use and circular econ-
omy-related impacts, dependencies, risks, and opportunities using
the TNFD Locate approach, combining internal data with external
analytics. The scope covers all production sites and upstream ac-
tivities to Tier 1 (production countries for all assessed materials) and
— where relevant for metals — further upstream to origin countries
for raw material extraction (Tier 2/3). Downstream (end of life of our
product) impacts, risks, and opportunities are not included in this
assessment.
Screening covers all production sites and prioritized upstream
materials and uses tools such as the SBTN Materiality Screening
Tool, ENCORE, and the Environmental Performance Index to under-
stand resource intensity, waste generation, and recycling conditions
in production and sourcing countries.
Within direct operations, we gather structured information from
sites on waste management practices, waste disposal routes, and
compliance with local waste legislation, supporting identification of
resource outflow–related risks. At a product level, the questionnaire
gathers information from R&D on circular design characteristics, in-
cluding the use of recycled content, recyclable materials, biobased
plastics, and materials sourced from certified or sustainably man-
aged sources. It captures design strategies that reduce resource
inflows via resource efficiency, and assesses features that extend
product life, including modularity, repairability, refurbishment, and
remanufacturing.
Consultations with relevant internal and external stakeholders
— such as employees, suppliers, customers, and industry bodies —
supports the identification of IROs by bringing broader perspectives
and validating material topics. These were not conducted as part of
the process to identify IROs; the assessment relied solely on internal
expertise, data analysis, and established frameworks.
Circularity-related impacts and dependencies
The circular economy ultimately aims at reducing the environmental
impact of the use of products, materials, and other resources, so
most of the impacts and dependencies for high-impact commodities
are covered under climate change, pollution, and water.
Assessment of risks and opportunities
Risks and opportunities stemming from resource use and circular
economy were mapped through the enterprise risk management
system, environmental analysis of Electrolux Professional Group’s
business activities, and existing circular economy strategy work.
Transition-related risks include increasing regulatory expecta-
tions, such as stricter EU requirements on electronic waste, which
heighten exposure regarding product design and waste handling
practices. Market-related risks include potential cost increases
linked to supplier decarbonization requirements for steel and chal-
lenges in sourcing certified “green” steel, while opportunities include
developing circular business models such as repair, refurbishment,
and take-back schemes. Physical risks identified in the assessment
include water scarcity affecting operational processes, particularly
cooling requirements, and long-lasting environmental impacts from
mining activities. Variations in wastewater and waste management
conditions across sourcing countries can influence exposure to pol-
lution-related risks and affect the feasibility of material recovery.
Opportunities in circularity include increasing the use of recycled
and certified materials, developing circular business models (such
as product take-back or refurbishment schemes), and investing in
systems to improve traceability of material flows. These initiatives
not only reduce dependency on virgin resources and exposure to
resource price volatility, but also position the company to meet
growing market demand for sustainable and circular products.
Reputational opportunities arise from sourcing certified materials
Responsible Steel, ASI, Blue Angel or Nordic Swan, FSC and PEFC.
Process to identify business-conduct-related material impacts,
risks, and opportunities
Electrolux Professional identifies material business conduct impacts,
risks, and opportunities by assessing how its activities and relation-
ships interact with ethical, legal, and human rights expectations
defined in its Code of Conduct, Workplace Directive, Supplier
Workplace Standard, and Supplier Requirement Manual. This
process considers location-based factors, such as operating or
sourcing in countries with higher exposure to corruption, weak labor
protections or conflict-affected and high-risk areas, where risks of
bribery, discrimination, unsafe working conditions, or human rights
violations are elevated. It also evaluates activity-related criteria,
including procurement practices, supplier onboarding and auditing,
public sector sales, and interactions with intermediaries, which may
create exposure to unethical behavior, non-compliance, or inad-
equate oversight in the value chain. Sector-related considerations
reflect the ethical risks inherent in global appliance manufacturing
and complex international supply chains, including responsible
sourcing requirements aligned with UN Global Compact, OECD
Guidelines and ILO conventions, particularly regarding labor rights
and conflict mineral due diligence. Finally, the process incorporates
transaction structure criteria, assessing how contractual arrange-
ments, supplier requirements, due diligence procedures (e.g., CMRT/
EMRT), whistleblowing mechanisms, and compliance monitoring are
embedded into commercial relationships to prevent, detect, and
mitigate misconduct across all tiers of the value chain.
P. 89 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
ESRS Disclosure requirement Page
GENERAL INFORMATION
ESRS2 BP-1 General basis for preparation of sustainability statements 71
ESRS2 BP-2 Disclosures in relation to specific circumstances 71-72
ESRS2 GOV-1 The role of the administrative, management,
and supervisory bodies
73-74
ESRS2 GOV-2 Information provided to, and sustainability matters
addressed by, the undertaking’s administrative, management,
and supervisory bodies
74
ESRS2 GOV-3 Integration of sustainability-related performance
in incentive schemes
74
ESRS2 GOV-4 Statement on due diligence 74
ESRS2 GOV-5 Risk management and internal controls over
sustainability reporting
75
ESRS2 SBM-1 Strategy, business model, and value chain 77-78
ESRS2 SBM-2 Interests and views of stakeholders 79-80
ESRS2 SBM-3 Material impacts, risks, and opportunities and
their interaction with strategy and business model
80-85
ESRS2 IRO-1 Description of the process to identify and
assess material impacts, risks, and opportunities
85-88
ESRS2 IRO-2 Disclosure requirements in ESRS covered by
the undertaking’s sustainability statement
89-94
IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement
To determine the final scope of datapoints, we mapped the EFRAG datapoint list to our material ESRS subtopics,
excluding voluntary datapoints and applying relevant ESRS 1 Appendix C phase-ins. Where applicable, we also ap-
plied the July 11, 2025 ESRS “quick-fix” delegated act. Each datapoint linked to a material subtopic was individually
assessed with internal experts based on its significance to our material IROs. and its importance to stakeholders,
and disclosures reflect this significance.
ESRS Disclosure requirement Page
ENVIRONMENTAL INFORMATION
E1 Climate change E1-1 Transition plan for climate change mitigation 96-97
E1 Climate change ESRS 2 SBM-3 Material impacts, risks, and opportunities
and their interaction with strategy and business model
80-82
E1 Climate change ESRS 2 IRO-1 Description of the processes to identify and assess
material climate-related impacts, risks, and opportunities
86-87
E1 Climate change E1-2 Policies related to climate change mitigation and adaptation 97-98
E1 Climate change E1-3 Actions and resources in relation to climate change policies 98-99
E1 Climate change E1-4 Targets related to climate change mitigation and adaptation 99-100
E1 Climate change E1-5 Energy consumption and mix 101,103
E1 Climate change E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions 101-104
E2 Pollution ESRS 2 IRO-1 Description of the processes to identify and assess
material pollution-related impacts, risks, and opportunities
82
E2 Pollution E2-1 Policies related to pollution 105-106
E2 Pollution E2-2 Actions and resources related to pollution 106
E2 Pollution E2-3 Targets related to pollution 107
E2 Pollution E2-4 Pollution of air, water, and soil 107
E2 Pollution E2-5 Substances of concern and substances of very high concern 107
E3 Water ESRS 2 IRO-1 Description of the processes to identify and assess
material impacts, risks, and opportunities
87
E3 Water E3-1 Policies related to water 108
E3 Water E3-2 Actions and resources related to water 109
E3 Water E3-3 Targets related to water 109-110
E3 Water E3-4 Water consumption 110
E5 Resource use
and circular economy
ESRS 2 IRO-1 Description of the processes to identify and assess
material impacts, risks, and opportunities
83
E5 Resource use
and circular economy
E5-1 Policies related to resource use and circular economy 111
E5 Resource use
and circular economy
E5-2 – Actions and resources related to resource use
and circular economy
111-113
E5 Resource use
and circular economy
E5-3 – Targets related to resource use and circular economy 113
E5 Resource use
and circular economy
E5-4 – Resource inflows 113
E5 Resource use
and circular economy
E5-5 - Resource outflows 114-115
P. 90 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
ESRS Disclosure requirement Page
SOCIAL INFORMATION
S1 Own workforce ESRS 2 SBM-2 Interests and views of stakeholders 83
S1 Own workforce ESRS 2 SBM-3 Material impacts, risks, and opportunities
and their interaction with strategy and business model
83
S1 Own workforce S1-1 Policies related to own workforce 121-122
S1 Own workforce S1-2 Processes for engaging with own workforce and workers'
representatives about impacts
122-123
S1 Own workforce S1-3 Processes to remediate negative impacts and channels for
own workforce to raise concerns
123
S1 Own workforce S1-4 Taking action on material impacts on own workforce, and
approaches to managing material risks and pursuing material
opportunities related to own workforce, and effectiveness of those
actions
123-124
S1 Own workforce S1-5 Targets related to managing material negative impacts,
advancing positive impacts, and managing material risks and
opportunities
124-125
S1 Own workforce S1-6 Characteristics of the undertaking’s employees 125-126
S1 Own workforce S1-7 Characteristics of non-employee workers in the company's
own workforce
126
S1 Own workforce S1-8 Collective bargaining coverage and social dialogue 126
S1 Own workforce S1-9 Diversity metrics 126
S1 Own workforce S1-10 Adequate wages 127
S1 Own workforce S1-12 Persons with disabilities 127
S1 Own workforce S1-13 – Training and skills development metrics 127
S1 Own workforce S1-14 – Health and safety metrics 127
S1 Own workforce S1-15 – Work-life balance indicators 128
S1 Own workforce S1-16 – Remuneration metrics (pay gap and total remuneration) 128
S1 Own workforce S1-17 – Incidents, complaints, and severe human rights impacts 128
S2 Workers in
the value chain
SBM-2 Interests and views of stakeholders 84
S2 Workers in
the value chain
SBM-3 Material impacts, risks, and opportunities
and their interaction with strategy and business model
84
ESRS Disclosure requirement Page
S2 Workers in
the value chain
S2-1 Policies related to value chain workers 130
S2 Workers in
the value chain
S2-2 Processes for engaging with value chain workers
about impacts
130-131
S2 Workers in
the value chain
S2-3 Processes to remediate negative impacts and channels
for value chain workers to raise concerns
131
S2 Workers in
the value chain
S2-4 Taking action on material impacts on value chain workers,
and approaches to managing material risks and pursuing material
opportunities related to value chain workers, and effectiveness of
those actions
131-132
S2 Workers in
the value chain
S2-5 Targets related to managing material negative impacts,
advancing positive impacts, and managing material risks and
opportunities
132
S3 Affected
communities
S3-1 – Policies related to affected communities 133
S3 Affected
communities
S3-2 – Processes for engaging with affected communities
about impacts
133-134
S3 Affected
communities
S3-3 – Processes to remediate negative impacts and channels
for affected communities to raise concerns
134
S3 Affected
communities
S3-4 – Taking action on material impacts on affected
communities, and approaches
134
S3 Affected
communities
S3-5 – Targets related to managing material negative impacts,
advancing positive effectiveness of those actions
134
GOVERNACE
G1 Business Conduct GOV-1 The role of the administrative, supervisory,
and management bodies
73
G1 Business Conduct ESRS 2 IRO-1 Description of the processes to identify
and assess material impacts, risks, and opportunities
88
G1 Business Conduct G1-1 Business conduct policies and corporate culture 136-137
G1 Business Conduct G1-3 Prevention and detection of corruption and bribery 137
G1 Business Conduct G1-4 Incidents of corruption or bribery 137
P. 91 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Disclosure requirement and related data point SFDR reference Pillar 3 reference Benchmark Regulation reference
EU Climate Law
reference Page
ESRS 2 GOV-1 Board’s gender diversity
paragraph 21 (d)
Indicator number 13 of
Table #1 of Annex 1
Commission Delegated Regulation
(EU) 2020/181612 , Annex II
73-74
ESRS 2 GOV-1 Percentage of board members
who are independent paragraph 21 (e)
Delegated Regulation (EU)
2020/1816, Annex II
73
ESRS 2 GOV-4 Statement on due diligence
paragraph 30
Indicator number 10
Table #3 of Annex 1
74
ESRS 2 SBM-1 Involvement in activities related
to fossil fuel activities paragraph 40 (d) i
Indicators number 4
Table #1 of Annex 1
Article 4 Regulation (EU) No 5 75/2013;
Commission Implementing Regulation (EU)
2022/245313Ta ble 1: Qualitative information
on Environmental risk and Table 2: Qualitative
information on Social
Delegated Regulation (EU)
2020/1816, Annex II
Not material
ESRS 2 SBM-1 Involvement in activities related
to chemical production paragraph 40 (d) ii
Indicator number 9
Table #2 of Annex 1
Delegated Regulation (EU)
2020/1816, Annex II
Not material
ESRS 2 SBM-1 Involvement in activities related
to controversial weapons paragraph
40 (d) iii
Indicator number 14
Table #1 of Annex 1
Delegated Regulation (EU)
2020/181814, Article 12(1) Delegated
Regulation (EU) 2020/1816, Annex II
Not material
ESRS 2 SBM-1 Involvement in activities related to
cultivation and production of tobacco
paragraph 40 (d) iv
Delegated Regulation (EU)
2020/1818, Article 12(1) Delegated
Regulation (EU) 2020/1816, Annex II
Not material
ESRS E1-1 Transition plan to reach climate neutrality
by 2050 paragraph 14
Regulation (EU)
2021/1119, Article 2(1)
96-97
ESRS E1-1 Undertaking excluded from Paris-aligned
benchmarks paragraph 16 (g)
Article 449a Regulation (EU) No 575/2013:
Commission Implementing Regulation (EU)
2022/2453. Template 1: Banking book - Climate
Change transition risk: Credit quality of expo-
sures by sector, emissions and residual maturity
Delegated Regulation (EU)
2020/1818, Article12.1 (d) to (g), and
Article 12.2
99-100
ESRS E1-4 GHG emission reduction targets paragraph 34 Indicator number 4
Table #2 of Annex I
Article 449a Regulation (EU) No 575/2013;
Commission Implementing. Regulation (EU)
2022/2453 Template 3: Banking book – Climate
Change transition risk: alignment metrics
Delegated Regula-
tion (EU) 2020/1818,
Article 6
101
ESRS E1-5 Energy consumption from fossil sources
disaggregated by sources (only high climate
impact sectors), paragraph 38
Indicator number 5
Table #1 and indicator
number 5 Table #2 of
Annex I
101
ESRS E1-5 Energy consumption and mix, paragraph 37 Indicator number 5
Table #1 of Annex I
101
ESRS El-5 Energy intensity associated with activities in high
climate impact sectors, paragraphs 40 to 43
Indicator number 6
Table #1 of Annex I
101
List of datapoints that derive from other EU legislation
IRO-2 – Disclosure requirements in ESRS covered by the undertaking’s sustainability statement
Following the outcome of the materiality assessment, the Group has reviewed all ESRS disclosures and datapoints and assessed the materiality of the information to be reported
in line with ESRS 1 section 3.2, ensuring that only impacts, risks and opportunities deemed material through stakeholder deliberation and management endorsement are included.
P. 92 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Disclosure requirement and related data point SFDR reference Pillar 3 reference Benchmark Regulation reference
EU Climate Law
reference Page
ESRS E1-6 Gross Scope 1, 2, 3 and
Total GHG emissions, paragraph 44
Indicators number 1 and 2
Table #1 of
Annex I
Article 449a; Regulation (EU) No 575/2013;
Commission Implementing. Regulation (EU)
2022/2453 Template 1: Banking book– Climate
change transition risk: Credit quality of expo-
sures by sector, emissions and residual maturity
Delegated Regulation (EU)
2020/1818, Article 5(1), 6 and 8(1)
101-102
ESRS E1-6 Gross GHG emissions intensity,
paragraphs 53 to 55
Indicators number 3
Table #1 of Annex I
Article 449a Regulation (EU) No 575/2013;
Commission Implementing. Regulation (EU)
2022/2453 Template 3: Banking book – Climate
Change transition risk: alignment metrics
Delegated Regulation (EU)
2020/1818, Article 5(1), 6 and 8(1)
101-102
ESRS E1-7 GHG removals and carbon credits,
paragraph 56
Regulation (EU)
2021/1119, Article 2(1)
Not material
ESRS E1-9 Exposure of the benchmark portfolio to
climate-related physical risks, paragraph 66
Delegated Regulation (EU)
2020/1818, Annex II Delegated
Regulation (EU) 2020/1816, Annex II
Phase-in
ESRS E1-9 Disaggregation of monetary amounts by
acute and chronic physical risk,
paragraph 66 (a)
ESRS E1-9 Location of significant assets at material
physical risk, paragraph 66 (c)
Article 449a Regulation (EU)
No 575/2013; Commission
Implementing. Regulation (EU) 2022/2453,
paragraphs 46 and 47; Template 5: Banking
book– Climate change physical risk:
Exposures subject to physical risk.
Phase-in
ESRS E1-9 Breakdown of the carrying value of
real estate assets by energy-efficiency classes,
paragraph 67 (c)
Article 449a Regulation (EU) No 575/2013;
Commission Implementing regulation (EU)
2022/2453 paragraph 34; Template 2: Banking
book - Climate change transition risk: Loans
collateralized by immovable property - Energy
efficiency of the collateral
Delegated Regulation (EU)
2020/1818,
Annex II
Phase-in
ESRS E1-9 Degree of exposure of the portfolio
to climate-related opportunities paragraph 69
Delegated Regulation (EU)
2020/1818, Annex II
Phase-in
ESRS E2-4 Amount of each pollutant listed in Annex II
of the E-PRTR Regulation (European Pollutant
Release and Transfer Register) emitted to air,
water and soil, paragraph 28
Indicator number 8
Table #1 of Annex 1,
Indicator number 2
Table #2 of Annex 1,
Indicator number 1 and 3
Table #2 of Annex 1
Not material
ESRS E3-1 Water and marine resources paragraph 9 Indicator number 7
Table #2 of Annex 1
108
ESRS E3-1 Dedicated policy paragraph 13 Indicator number 8
Table 2 of Annex 1
108
ESRS E3-1 Sustainable oceans and seas paragraph 14 Indicator number 12
Table #2 of Annex 1
Not material
ESRS E3-4 Total water recycled and reused
paragraph 28 (c)
Indicator number 6.2
Table #2 of Annex 1
110
P. 93 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Disclosure requirement and related data point SFDR reference Pillar 3 reference Benchmark Regulation reference
EU Climate Law
reference Page
ESRS E3-4 Total water consumption in m
3
per net revenue
of own operations paragraph 29
Indicator number 6.1
Table #2 of Annex 1
110
ESRS SBM 3 E4 Paragraph 16 (a) i Indicator number 7
Table #1 of Annex 1
Not material
ESRS 2 SBM 3 E4 Paragraph 16 (b) Indicator number 10
Table #2 of Annex 1
Not material
ESRS 2 SMB 3 E4 Paragraph 16 (c) Indicator number 14
Table #2 of Annex 1
Not material
ESRS E4-2 Sustainable land/agriculture practices
or policies paragraph 24 (b)
Indicator number 11
Table #2 of Annex 1
Not material
ESRS E4-2 Sustainable oceans/seas practices
or policies paragraph 24 (c)
Indicator number 12
Table #2 of Annex 1
Not material
ESRS E4-2 Policies to address deforestation
paragraph 24 (d)
Indicator number 15
Table #2 of Annex 1
Not material
ESRS E5-5 Non-recycled waste paragraph 37 (d) Indicator number 13
Table #2 of Annex 1
115
ESRS E5-5 Hazardous waste and radioactive waste
paragraph 39
Indicator number 9
Table #1 of Annex 1
115
ESRS 2 SBM-3 S1 Risk of incidents of forced labor
paragraph 14 (f)
Indicator number 13
Table #3 of Annex I
83
ESRS 2 SBM-3 S1 Risk of incidents of child labor
paragraph 14 (g)
Indicator number 12
Table #3 of Annex I
83
ESRS S1-1 Human rights policy commitments
paragraph 20
Indicator number 9
Table #3 and Indicator
number 11 Table #1 of Annex I
121
ESRS S1-1 Due diligence policies on issues addressed
by the fundamental International Labor Organi-
sation Conventions 1 to 8, paragraph 21
Delegated Regulation (EU) 2020/1816, Annex II 121
ESRS S1-1 Processes and measures for preventing
trafficking in human beings paragraph 22
Indicator number 11
Table #3 of Annex I
121
ESRS S1-1 Workplace accident prevention policy or
management system paragraph 23
Indicator number 1
Table #3 of Annex I
122
ESRS S1-3 Grievance/complaints handling mechanisms
paragraph 32 (c)
Indicator number 1
Table #3 of Annex I
123
ESRS S1-14 Number of fatalities and number and rate of
work-related accidents paragraph 88 (b) and (c)
Delegated Regulation (EU) 2020/1816, Annex II 127
ESRS S1-14 Number of days lost to injuries, accidents,
fatalities or illness paragraph 88 (e)
Phase-in
ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a) Delegated Regulation (EU) 2020/1816, Annex II 128
ESRS S1-16 Excessive CEO pay ratio paragraph 97 (b) 128
ESRS S1-17 Incidents of discrimination paragraph 103 (a) 128
P. 94 Sustainability Statement - General informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Disclosure requirement and related data point SFDR reference Pillar 3 reference Benchmark Regulation reference
EU Climate Law
reference Page
ESRS S1-17 Non-respect of UNGPs on Business and Human
Rights and OECD Guidelines paragraph 104 (a)
Delegated Regulation (EU) 2020/1816, Annex II
Delegated Regulation (EU) 2020/1818 Art 12 (1)
128
ESRS 2 SMB-3 S2 Significant risk of child labor or forced
labor in the value chain paragraph 11 (b)
84
ESRS S2-1 Human rights policy commitments
paragraph 17
130
ESRS S2-1 Policies related to value chain workers
paragraph 18
130
ESRS S2-1 Non-respect of UNGPs on Business and Human
Rights principles and OECD guidelines para-
graph 19
Delegated Regulation (EU) 2020/1816, Annex II
Delegated Regulation (EU) 2020/1818, Art 12 (1)
130
ESRS S2-1 Due diligence policies on issues addressed
by the fundamental International Labor Organi-
sation Conventions 1 to 8, paragraph 19
Delegated Regulation (EU) 2020/1816, Annex II 130
ESRS S2-4 Human rights issues and incidents
connected to upstream and downstream value
chain paragraph 3
Indicator number 14
Table #3 of Annex 1
131-132
ESRS S3-1 Human rights policy commitments
paragraph 16
Indicator number 9
Table #3 of Annex 1
and Indicator number 11
Table #1 of Annex 1
133
ESRS S3-1 Non-respect of UNGPs on Business
and Human Rights, ILO principles or OECD
guidelines paragraph 17
Indicator number 10
Table #1 Annex 1
Delegated Regulation (EU) 2020/1816, Annex II
Delegated Regulation (EU) 2020/1818, Art 12 (1)
133
ESRS S3-4 Human rights issues and incidents
paragraph 36
Indicator number 14
Table #3 of Annex 1
Phase-in
ESRS S4-1 Policies related to consumers
and end-users paragraph 16
Indicator number 9
Table #3 and Indicator
number 11 Table #1 of Annex 1
Not material
ESRS S4-1 Non-respect of UNGPs on Business and Human
Rights and OECD guidelines paragraph 17
Indicator number 10
Table #1 of Annex 1
Delegated Regulation (EU) 2020/1816, Annex II
Delegated Regulation (EU) 2020/1818, Art 12 (1)
Not material
ESRS S4-4 Human rights issues and incidents
paragraph 3
Indicator number 14
Table #3 of Annex 1
Not material
ESRS G1-1 United Nations Convention
against Corruption paragraph 10 (b)
Indicator number 15
Table #3 of Annex 1
136
ESRS G1-1 Protection of whistleblowers
paragraph 10 (d)
Indicator number 6
Table #3 of Annex 1
136
ESRS G1-4 Fines for violation of anti-corruption
and anti-bribery laws paragraph 24 (a)
Indicator number 17
Table #3 of Annex 1
Delegated Regulation (EU) 2020/1816, Annex II) 137
ESRS G1-4 Standards of anti-corruption
and anti-bribery paragraph 24 (b)
Indicator number 16 Table #3
of Annex 1 page 132
Notmaterial
P. 95 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
At Electrolux Professional Group, environmental
responsibility is at the core of our strategy and daily
operations. We are committed to leading our industry
in climate action by developing innovative, resource-
efficient solutions and minimizing our environmental
footprint across the value chain. This section details
our science-based targets, progress towards climate
neutrality, and the actions we are taking to drive
sustainable use of energy, water, and materials,
supporting a circular economy and a healthier planet
for future generations.
E Environmental information
E1 Climate Change 96
E2 Pollution 105
E3 Water 108
E5 Resource use and
circular economy
111
E5 Waste 115
EU Taxonomy report 116
Reduced Scope 1 and 2
emissions by
67%
compared to 2019,
nearly reaching the
2030 target five years
ahead of plan.
Reduced Scope 3
emissions from use of
sold products by
36.4%
compared to 2019,
exceeding
the 2030 SBTi target.
Maintained
high levels of
waste recycling
across manufacturing
operations and continued
progress toward minimal
landfill waste.
Increased the share of
renewable electricity
in our operations to
92%
Increased
focus on repair,
refurbishment,
and take-back
initiatives in both
Food & Beverage
and Laundry.
P. 96 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Climate change
E1-1 Transition plan to climate change mitigation
Electrolux Professional Group recognizes that our products and
operations generate emissions throughout the value chain, and
as a responsible company, we want to be part of the solution to
climate change. We are committed to setting the pace within the
professional food, laundry, and beverage solutions industry through
innovation in sustainability and energy efficiency, particularly by re-
ducing emissions during the product-use phase. That’s why we have
developed a clear plan to help transition our business to a more
sustainable economy and to do our part in limiting global warming
to 1.5°C.
Our transition plan sets out a clear and actionable approach
for reducing greenhouse gas emissions across our operations and
value chain. Electrolux Professional Group has identified key decar-
bonization levers which have contributed significantly to achieving
our climate neutrality ambition in operations (Scope 1 & 2 decar-
bonization lever) as shown in the graph below:
> Renewable energy usage from generation
> Renewable energy purchased from the grid
> Electrification of our heating system and paint shops
> Energy efficiency improvement and consumption reduction
For Scope 3, the majority of our emissions are generated from the
use phase of our sold products. The levers that enable emissions
reduction include improving product performance to lower the
energy coonsumption and shifting our product mix towards more
energy-efficient products.
Each decarbonization lever is directly connected to our Scope
1, 2 and 3, C11 reduction targets, and the expected abatement con-
tribution per lever has been quantified in the graph below to reach
to our overall GHG reduction pathway. The relative contribution of
each lever is illustrated through our internal emissions-reduction
roadmap, showing how renewable energy generation and procure-
ment, electrification, and efficiency measures contribute to the re-
duction from the 2019 baseline to the 2030 operational target. While
these levers and their reduction potential have been defined, the
detailed implementation steps, site-level sequencing, and invest-
ment decisions are still being refined and will be disclosed as the
transition plan develops.
Setting climate targets: Electrolux Professional Group aims to be-
come climate neutral in its industrial operations by 2030. To sup-
port this ambition, we have committed to Science Based Targets
to reduce Scope 1 and 2 emissions by 70% by 2030, with these
SBTi-approved targets aligned to a 1.5°C pathway. To fully reach
climate neutrality in our operations, these planned GHG reductions
will ultimately need to be complemented by measures to neutralize
the remaining residual emissions that cannot be eliminated through
efficiency improvements and decarbonization initiatives. At present,
the Group does not yet have a defined carbon-removal or neutral-
ization plan, and we will disclose the selected approach, mecha-
nisms, and timeline once these measures have been established.
We have an SBTi-validated target to reduce emissions from the use
of sold products (Scope 3 Category 11) by 27.5% by 2030. We have
already achieved this target five years ahead of plan, and there-
fore new targets are being developed for launch during 2026. Our
Scope 3 ambition follows a well-below-2°C pathway. However, as
Scope 3 emissions constitute the majority of our total footprint, the
Group acknowledges that most of our value-chain emissions are not
yet aligned with a 1.5°C trajectory.
Impact, risks, and opportunities related to Climate Change Value chain location
Actual negative impact: GHG emissions in operations and value chain
Time horizon:
Upstream
Own operations
Downstream
Actual positive impact: Adopting renewable energy can mitigate GHG emissions
Time horizon:
Own operations
Opportunity: High efficiency and low-energy consumption products lower operating costs for customers
Time horizon:
Own operations
Downstream
Risk: Extreme weather events and natural disasters can disrupt our manufacturing sites
Time horizon:
Upstream
Own operations
Short term Medium term Long term
ton CO2e
Decarbonization levers for Climate Neutrality
CO2 reduction
0
2,000
4,000
6000
8,000
10,000
12,000
2030
emission
target
Energy
efficiency & consumption
reduction
ElectrificationRenewable
energy purchase
from grid
Renewable
energy usage
from generation
2019
Baseline
emission
–3.7%
–40.8%
–34.7%
–20.8%
1,020
10,205
P. 97 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Allocating resources for implementation: To support delivery of the
transition plan, decarbonization investments have been integrated
into the annual budgeting process and span the entire period up
to the plan’s completion in 2030. Decarbonization actions are sup-
ported by capital expenditure (CapEx) for electrification and on-site
renewable energy generation, as well as operational expenditure
(OpEx) for power purchase agreements (PPAs) and Energy Attribute
Certificate (EAC) purchases. Our Green Finance Framework enables
us to access green loans and bonds, while our sustainability and
operational teams are equipped with the skills and tools needed to
deliver on our climate commitments.
Assessment of potential locked-in GHG emissions
Electrolux Professional Group’s locked-in greenhouse gas (GHG)
emissions arise primarily from the use-phase of products sold
over their lifetime, and from long-lived manufacturing assets that
still depend on fossil-fuel-based heating systems and paint work-
shops. Electrolux Professional Group’s long-lifetime products lock in
Scope 3 use-phase emissions (≈95% of total). The slow replacement
rate of energy-intensive products sold could delay Scope 3 reduc-
tions, jeopardizing SBTi target achievement and exposing the Group
to transition risk from stricter regulation, carbon pricing, and faster
market shifts to low-carbon solutions. Cumulative locked-in emis-
sions are estimated by multiplying annual product sales volumes
with the expected lifetime use-phase GHG emissions of each cate-
gory. Products with high energy consumption and gas-powered ap-
pliances have a significant influence on these long-term emissions.
To manage these risks, the Group is prioritizing (i) product redesign
to reduce energy demand across key categories (ii) the phase-out
of gas-powered equipment, (iii) accelerated development and pro-
motion of low-energy product platforms, and (iv) site-level energy
transition projects aimed at replacing fossil-fuel-based systems
with electrified or renewable alternatives. Locked-in emissions have
been explicitly considered in the development of our overall climate
transition plan.
The Group conducts certain economic activities that fall under
the EU Taxonomy delegated regulations for climate change mit-
igation and adaptation, specifically in the categories Acquisition
and ownership of buildings and Transport by motorbikes, passen-
ger cars, and light commercial vehicles. These activities currently
relate only to a limited share of our capital expenditures and
do not represent our core business operations. While they are
Taxonomy-eligible, they are not yet Taxonomy-aligned. As part of
our sustainability strategy, the Group aims to increase the alignment
of these activities with the EU Taxonomy by strengthening technical
screening documentation, enhancing Do-No-Significant-Harm
compliance, and integrating Taxonomy requirements into investment
planning and product development processes. The Group is primar-
ily focusing on the most representative economic activities across its
three financial KPIs, however, as a responsible business, it will con-
tinue to include these less material Taxonomy-eligible activities in its
long-term emission-reduction roadmap
Embedded in strategy
The Group’s transition plan for climate change mitigation is embed-
ded in its overall business strategy and annual business and finan-
cial planning process, which is approved by Group Management
and the Board of Directors, ensuring that climate targets and decar-
bonization actions are integrated into core strategic pillars and op-
erational decision-making. The implementation of the plan is funded
through the Group’s normal financial planning cycle, with a dedi-
cated forecasted budget covering all CAPEX and OPEX required to
execute the GHG reduction action plan. The Board of Directors has
ultimate approval authority over the sustainability strategy, climate
targets, and related processes, supported by the Sustainability
Board and Group Management in coordinating execution and
monitoring progress. GHG emission reductions, specifically annual
Scope 1 and 2 CO₂ reductions, are incorporated into the long-term
incentive program, where sustainability performance represents 20%
of variable remuneration, and the scheme approved by the Board’s
Remuneration Committee and by shareholders at the AGM. The
Group is not excluded from the EU Paris-aligned benchmarks.
Progress in implementing the transition plan
Electrolux Professional Group is making strong progress in imple-
menting its climate transition plan and remains fully aligned with
the reduction pathway. In 2025, we continued to advance across
all areas of decarbonization: renewable energy sourcing, elec-
trification, and energy efficiency. Although some electrification
measures originally planned for 2025 were rescheduled to 2026, the
annual CO₂-reduction target was nonetheless achieved thanks to
the acceleration of other initiatives, including an increased share
of renewable electricity and additional efficiency improvements.
Several plants contributed substantially to these achievements,
demonstrating a strong focus on reducing emissions and keeping
the Group on track toward the 2030 target. We have also worked
across several departments such as R&D and Product Category
Management to shape a more ambitious long-term climate target
and accelerate the shift toward more energy-efficient products used
by customers. This work includes improving product performance
to reduce energy consumption in real-use conditions and gradually
shifting the product mix toward solutions that help customers cut
operating costs and emissions. To support this transition, new KPIs
and short-term targets have been developed across key sustain-
ability areas, helping to turn the company’s ambitions into concrete
performance improvements over time.
IMPACT, RISK AND OPPORTUNITY
MANAGEMENT
E1-2 Policies related to climate change mitigation
and adaptation
Electrolux Professional Group has a set of policies (see below) that
define and communicate how we work with our environmental
principles, performance, and sustainability. While designing these
policies, we have considered the expectations of our customers,
investors, regulators, employees, and suppliers regarding credible
climate change mitigation policies that cut lifecycle emissions, man-
age transition risk, ensure regulatory compliance, protect long-term
value, and support innovation. Their interest centers on transparent
targets, energy-efficient products, resilient operations, and measur-
able progress toward science-based climate goals.
Code of Conduct
The Code of Conduct is a foundational document that establishes
clear expectations regarding ethical conduct, integrity, and com-
pliance with applicable laws and regulations across the Group. The
policy applies to all Electrolux Professional employees, contrac-
tors, consultants, senior management, and members of the Board
of Directors globally. Responsibility for the implementation of the
Code of Conduct rests with the CEO and the Board of Directors,
who oversee compliance and set the tone from the top. The Code
of Conduct addresses social and environmental impacts, risks, and
opportunities by defining standards for respect, fairness, and ac-
countability in all business interactions. Further information on the
Code of Conduct is provided under S1 1 Own Workforce – Policies
on page 121.
Group Environmental Policy
The Group Environmental Policy establishes the framework for
managing environmental and climate-related impacts across all
the Group's operations, employees, and suppliers globally. It en-
sures compliance with legal and regulatory requirements and ISO
14001 standards. The policy is aligned with the Paris Agreement and
guides the integration of climate mitigation considerations into op-
erational and investment decisions.
The policy sets out commitments to reduce greenhouse gas
emissions, improve energy performance, and minimize environmen-
tal impacts throughout the value chain. This includes applying eco
design principles, addressing significant environmental aspects such
as emissions to air, water, and soil, and preventing pollution in line
with ISO 14001 requirements. Renewable energy deployment and
energy-efficient technologies are prioritized in production units, and
product design standards enable lower customer energy use, com-
pliance with Ecodesign regulation, and transitions to climate-friendly
refrigerants.
Electrolux Professional Group explicitly considers the interests
of stakeholders across its value chain while setting its environmen-
tal policies. Insights from customers and end-users — particularly
P. 98 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
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Our production
Our people
Governance & risk management
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information
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– General information
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Auditor's report
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Notes
The Board’s assurance
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regarding product energy and water efficiency — inform design re-
quirements for professional food, beverage, and laundry solutions.
Regulators’ expectations are integrated through compliance with
environment-related legislation and ISO 14001 environmental-
management systems implemented at all manufacturing sites.
Employees and site management contribute operational knowledge
through environmental audits and local management reviews.
The policy also defines expectations for suppliers through the
supplier workplace standard and environmental compliance ob-
ligations. Governance rests with the VP Sustainability & Quality as
the policy holder, supported by local management at site level.
Implementation and continuous improvement are ensured through
ISO 14001 audits, internal reviews, and annual reporting on energy
use, emissions, and progress toward targets. Deviations are ad-
dressed through corrective actions in accordance with the environ-
mental management system. We make this policy available through
our website and intranet.
Group Workplace Directive
The Group Workplace Directive sets mandatory environmental
and workplace standards for all the Group's operational units and
suppliers worldwide. It requires compliance with applicable laws,
Group environmental standards, chemical management rules, the
Restricted Materials List (RML), and procedures for managing haz-
ardous and non hazardous waste and waste water. These require-
ments ensure that environmental impacts — including emissions to
air, water, and soil — are controlled and minimized across all work-
place activities.
The directive supports climate-related objectives by embedding
environmental responsibility into daily operations, including safe
chemical and refrigerant handling, pollution prevention, and site
-level environmental management. Suppliers are required to meet
the same minimum standards through contractual obligations, au-
dits and training, extending responsible practices throughout the
value chain.
Governance responsibilities lie with each site’s management,
while Group-level directive holders oversee implementation and
alignment with the Code of Conduct and human rights commit-
ments. Compliance is monitored through internal audits, supplier
assessments and established reporting channels, with corrective
actions taken where deviations occur.
Although not a climate-specific policy, the Workplace Directive
contributes to the Group’s broader climate change approach by
ensuring that site operations prevent pollution, manage chemicals
and waste responsibly, and maintain safe working environments
that reduce environmental risks. These measures complement the
Environmental Policy and support readiness for future climate-related
regulatory and operational requirements.
Group Risk Management Policy
The Group Risk Management Policy defines the framework for
identifying, assessing, and mitigating strategic and operational
risks across all the Group's entities. It supports business resilience
by safeguarding people, assets, and operations from sudden and
unforeseen events, including those driven by climate change. The
policy is built on enterprise risk management processes, the Loss
Prevention Standard, and Group insurance programs, and is gov-
erned by the Board of Directors and Group Management, with im-
plementation led by the Functional Policy Owner and Policy Holder.
While the policy does not include detailed operational provi-
sions for managing emissions, it strengthens climate resilience by
requiring structured risk identification, prevention, and mitigation
processes. The policy is embedded within applicable legal and
governance frameworks, including the Swedish Companies Act, the
Rule Book for Issuers at Nasdaq Stockholm, and the Swedish Code
of Corporate Governance.
The policy applies globally to all employees and operational
units and is communicated through the Group policy framework and
intranet. Compliance is ensured through annual audits, reporting to
governance bodies and implementation support from line manage-
ment and the risk management function. Although no stand-alone
climate adaptation policy exists today, adaptation is embedded
through these risk assessment tools and business continuity pro-
cesses, and the development of a formal adaptation policy is under
consideration.
All policies described above are informed by ongoing stake-
holder engagement and internal governance processes, ensuring
that identified stakeholder expectations are systematically consid-
ered during policy development, review, and implementation across
the organization.
E1-3 Actions and resources in relation to climate-
change policies
Increasing the share of renewable energy in our operations
Increasing the share of renewable energy in our operations has a
positive impact on reducing our Scope 2 emissions and transition-
ing to a sustainable economy. In the reporting year, the Ljungby
site in Sweden has fully switched to renewable district heating from
fossil-based heating. At the Shizouka, Japan site a renewable elec-
tricity agreement was signed with TEPCO, reducing annual Scope 2
emissions by 548 tCO₂ and supporting long-term decarbonization
of the site. For all our European sites, we continue to procure 100%
Guarantees of Origin for electricity use. Based on the information
available, no onsite renewable generation has yet been deployed,
representing a remaining opportunity for future phases of the tran-
sition.
Improving production efficiency to reduce energy demand
Electrolux Professional Group has implemented a range of measures
aimed at reducing the energy intensity of manufacturing operations
and thereby reducing Scope 1 and 2 emissions. During the reporting
period, a new, more energy-efficient forming oven was installed
at one of our facilities, and the Weidman factory upgraded to LED
lighting and completed the electrification of its forklift fleet, lowering
both electricity consumption and fossil-fuel use for internal transport.
These actions reflect the application of electrical efficiency im-
provement, capital expenditure, and cross-functional coordination
to reduce energy demand.
Electrifying heating systems and paint shops
Electrolux Professional Group has prioritized the decarbonization of
its manufacturing energy systems, with actions centered on electri-
fying heating processes and paint shops at key sites. In the report-
ing year, we completed the full electrification of the heating system
at our Spilamberto facility, eliminating the use of natural gas for
space heating. This required targeted capital investments, replace-
ment of legacy boilers, and close coordination between engineer-
ing, maintenance, and sustainability teams. At the Vallenoncello site
in Italy, electrification is progressing through phased implementation
expected to continue into 2026. The pace of progress is affected
by external factors such as grid capacity improvements and infra-
structure readiness, yet our transition remains on track. While these
projects mark important progress, further electrification across other
sites has not yet been initiated, and paint shop electrification re-
mains in the assessment phase as technical solutions are still being
evaluated.
Improving product performance to lower energy consumption
We have prioritized the redesign of our flagship product lines
to maximize energy efficiency and reduce use-phase emissions
across our portfolio. The NeoBlue Touch undercounter dishwasher,
equipped with the MyEco cycle, delivers significant reductions in
energy and water use, with up to 40% energy savings compared
to the previous range. Our SkyLine Combi Ovens further enhance
efficiency through advanced insulation, eco-cleaning modes, and
improved cavity design, reducing running costs and decreasing
environmental impact in daily kitchen operations. In the laundry
segment, the Line 6000 range reinforces our commitment to sustain-
able product development through built-in technologies that lower
energy, water, and detergent consumption across the washing and
drying process.
Building on the transition toward electric and heat-pump tech-
nologies, we have also begun expanding our portfolio with a new
generation of induction-based cooking equipment. The e-XP 700 &
900 induction range offers high-efficiency, low-heat-emission cook-
ing with advanced energy-saving solutions, including Free-zone
induction technology designed to reduce energy consumption and
improve kitchen comfort. This modular induction platform enhances
precision, flexibility, and ergonomics, supporting a smooth shift to
electric cooking in professional kitchens while reducing overall op-
erational emissions.
Phase-out of high-GWP refrigerants
Electrolux Professional Group is progressing with its program to
phase out high-GWP hydrofluorocarbons across the refrigeration
portfolio. By the end of the reporting period, 40% of refrigeration
products had transitioned to natural refrigerants such as propane,
reducing lifecycle emissions and supporting compliance with the EU
P. 99 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
F-Gas Regulation. This transition requires substantial R&D resources,
redesign of cooling circuits, supplier cooperation, and testing to
ensure safety and performance. Certain product lines still rely on
higher-GWP refrigerants due to unresolved flammability or safety
challenges, and these areas will require further technical develop-
ment and investment before a full transition can be achieved.
Shifting our product mix towards more energy-efficient products
Electrolux Professional Group is directing resources to shifting the
sales mix towards more energy-efficient and electric equipment. As
redesigned, lower-energy models enter the market, a growing share
of our product sales derives from offerings with reduced use-phase
emissions. This shift complements our redesign and electrification
efforts by helping to phase down gas-powered appliances where
feasible. The pace of this shift depends on market acceptance,
customer investment cycles, and regional regulatory frameworks.
Despite these external dependencies, the evolution of our product
mix remains a core component of our long-term climate strategy.
Supply chain emission reduction
Around 3% of Electrolux Professional Group’s total GHG emissions
originate from the raw materials we purchase from suppliers, making
supply chain decarbonization an important component of our long-
term transition plan. Although we are still at an early stage, we made
measurable progress in 2025 by initiating our first structured data-
collection exercise focused on gathering Scope 1 and 2 emissions
information from key suppliers. During the reporting year, we reached
out to approximately 60 suppliers with this questionnaire. The re-
sponses we receive will form the foundation for building a clearer un-
derstanding of the carbon intensity of our upstream purchased mate-
rials and will help us engage suppliers more effectively on improving
their energy efficiency and reducing their operational emissions.
While this is a foundational first step, the Group has not yet es-
tablished a supplier decarbonization program, set specific reduc-
tion expectations for suppliers, nor launched joint initiatives aimed
at lowering upstream emissions. Strengthening our supplier engage-
ment by expanding data coverage beyond the initial group remains
a key priority for the next phase of our climate strategy.
Physical climate risks questionnaire
During the reporting year, the Group strengthened its management
of physical climate risks by implementing a Group-wide climate risk
questionnaire across all manufacturing sites, establishing a consis-
tent annual assessment process for extreme-weather related risks
such as heatwaves, heavy rainfall, flooding, and severe storms.
This enabled us to consolidate site-level information on emergen-
cy preparedness, cooling and heat stress mitigation practices,
and environmental management processes into a unified physical
risk baseline for the organization. The progress achieved includes
improved comparability of risk data, clearer documentation of ex-
isting emergency response routines and heat mitigation measures,
and enhanced visibility into where further adaptation planning is
needed. The resulting outcome is a more complete and structured
understanding of vulnerabilities and preparedness levels across our
operations, supporting more informed prioritization of future resil-
ience measures and strengthening the Group’s ability to mitigate
operational disruptions linked to extreme weather events.
Scope of key actions
Scope 1 emissions include emissions from natural gas and LPG com-
bustion, but do not account for fuel consumed by owned vehicles.
Developing and offering energy-efficient, low-resource-consuming
products is relevant to all product categories manufactured by the
Group.
Action
Time
Horizon Reporting year actions Planned actions
Expected
reduction
Increase the share of
Renewable energy
2025-2030 Renewable electricity aggrement
and district heating
Scale renewable sourcing via
PPAs; on-site generation
~1,338 (2025)
~2,453 (2030)
Improving production
efficiency
2025-2030 Efficiency upgrades implemented Continued equipment and
process improvements
~1,054 (2025)
Electrification of heating
& paint shops
2025-2030 replacements of fossil-fuel systems
with electric solutions
Progressive electrification of
remaining systems
~5,855 (2030
Product performance shifting
product mix
2025-2030 High-efficiency products launched Redesign additional platforms;
new 2026 targets
new target development
Low-GWP refrigerants 2025-2030 Increased use of natural refriger-
ants in new products
Transition across remaining
product portfolio
6 tons 2030
Current and future financial resources allocated
to the action plan
Electrolux Professional Group allocates financial and operational
resources to its climate transition actions through its ordinary CapEx
(capital expenditures) and OpEx (operational expenditures) budget-
ing processes. Such resources support renewable energy sourcing,
energy efficiency and electrification projects at manufacturing sites,
product redesign to reduce use-phase emissions, which represent
about 95% of total climate impact, and circularity and supplier en-
gagement initiatives. Current financial resources are reflected in the
financial statements through capitalized development expenditures
reported in Note 13 – Intangible Assets and through OpEx in energy-,
water- and resource-efficient technologies. Current resources in the
financial statements are applicable in multiple topics in the sustain-
ability reporting, such as E3 Water, and cannot be separated.
Non-financial factors, such as renewable energy availability,
regulatory developments and supply chain capability, may influence
the timing of the implementation. Future financial and operational
resource allocations are expected to continue through the ordinary
business planning cycles, covering improvements in energy and
water efficiency, digital connectivity, and product innovation within
these existing cycles.
METRICS AND TARGETS
E1-4 Targets related to climate change mitigation
and adaptation
Electrolux Professional Group has set GHG emission reduction tar-
gets that align with the goal of limiting global warming to 1.5°C. Our
target is to become climate neutral in our own operations by 2030.
We have committed to science-based targets to reduce Scope 1
and 2 emissions by 70% by 2030, using 2019 as the base year and
to reduce indirect use Scope 3 emissions of products sold by 27.5%
by 2030. During 2025 we reduced our Scope 1 and 2 emissions by
67% compared to 2019 (including recently acquired companies in
2024). However, the current SBTi were established prior to these
acquisitions and therefore do not include the new acquisitions.
Scope 3 emissions were reduced by 36.4% compared to the 2019
baseline. This means that we have reached or almost reached our
targets five years ahead of plan. Therefore, we are developing new
targets to be launched during 2026.
The Group is also committed to phasing out hydrofluorocarbons
(HFCs) with a Global Warming Potential (GWP) of greater than 150,
targeting at least a 70% reduction by 2025, using 2019 as the base
year (18.6 tons of refrigerants). In 2025, HFC use decreased to 7.92
tons, representing a 40% reduction compared to 2024 (13.21 tons)
and a 57.3% reduction compared to the 2019 baseline, supporting
the Group’s target to replace HFCs with a GWP>150.
P. 100 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
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information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
The Group ensures consistency between the targets and the
organizational and operational boundaries of its GHG inventory
by applying the same consolidation approach (financial control)
for both target setting and annual GHG accounting. This avoids
boundary misalignment between performance tracking and target
ambitions.
The GHG reduction targets are science based and compatible
with limiting global warming to 1.5°C. The targets were determined
using the SBTi methodology for the 1.5°C-aligned pathway for
Scope 1 and 2 and the well-below-2°C pathway for Scope 3 use-
phase emissions. The underlying climate and policy scenarios used
include the IEA Net Zero Emissions (NZE) pathway, stated policy.
These scenarios were externally validated through the SBTi target
approval process.
In setting these targets, the Group considered critical assump-
tions related to future developments, including expected changes
in product sales volumes, customer demand for energy-efficient
appliances, regulatory developments (e.g., refrigerant phase-down,
Ecodesign), and anticipated technological improvements in product
energy performance. These assumptions affect both the achievabili-
ty and expected trajectory of our GHG emissions reductions.
Baseline value and representativeness
The baseline year for all climate targets is 2019. This year was select-
ed because it represents the most complete and stable dataset for
Scope 1, 2, and 3 emissions prior to major organizational changes.
Using 2019 ensures representativeness of normal business oper-
ations and provides a consistent point against which long-term
progress can be assessed. No three-year rolling average was used;
however, we acknowledge this may improve representativeness for
future target recalculation and will evaluate this option when updat-
ing our Scope 3 target.
E1-4: Summary of GHG emission reduction targets
Metric 2025 2030
Absolute reduction target, All scopes, tonnes CO
2
e 2,526,905 1,931,030
Reduction target, Percentage of base year emissions, All scopes, % 36% 27.5%
Reduction target, Intensity, All scopes
7.8 5.83
Share of the reduction targets related to Scope 1 GHG emissions, % 0.02 0.14
Share of the reduction targets related to Scope 2 GHG emissions, % 0.25 0.34
Share of the reduction targets related to Scope 3 GHG emissions, % 99.73 99.52
Absolute reduction target, Scope 1, tons CO
2
e 556 2,632.5
Absolute reduction target, Scope 2 market-based, tons CO
2
e 6349.26 6568.2
Absolute reduction target, Scope 3, tons CO
2
e 2,520,000 1,925,000
Reduction target, Percentage of base year emissions, Scope 1, % 19 90
Reduction target, Percentage of base year emissions, Scope 2, % 87 90
Reduction target, Percentage of base year emissions, Scope 3, % 36.4 27.5
Reduction target, Intensity, Scope 1 0.002 0.01
Reduction target, Intensity, Scope 2 market-based 0.02 0.02
Reduction target, Intensity, Scope 3 7.78 5.8
Relationship of targets to policy objectives
Our GHG reduction targets directly support the objectives set in the
Group Environmental Policy, which include reducing operational
emissions, improving energy performance, and transitioning away
from high-GWP refrigerants. The targets also operationalize our
climate-neutral ambition for industrial operations by 2030 and align
with the Group’s long-term decarbonization strategy.
Scope of the target and boundary clarity
Scope 1 and 2 targets apply to all manufacturing sites under Group
financial control globally. Scope 3 targets currently apply only to
Category 11 (use of sold products), and not to other Scope 3 cate-
gories. The targets do not currently differentiate by region or prod-
uct family. As part of the redevelopment of the Scope 3 target (now
achieved), the Group will assess whether regional, technological,
or product-specific boundaries are required to ensure meaning-
ful decarbonization planning. At present, no adaptation-related
targets have been set. Adaptation activities exist but have not yet
been translated into measurable targets; we acknowledge this gap.
Stakeholder involvement in target setting
Although stakeholders have been engaged through our materiality
assessment and climate resilience analysis, they have not been
directly involved in determining our GHG emission reduction tar-
gets. Target-setting has so far been internally driven through Group
Management, SBTi methodological requirements, and input from
R&D, Operations, and Sustainability. When revising our Scope 3
target, we intend to expand stakeholder engagement, particularly
involving customers and distributors, given their role in influencing
use-phase emissions.
Tracking effectiveness of the action plan and targets
The effectiveness of our climate-action plan is monitored through
regular reviews of Scope 1 and Scope 2 emissions performance
against our reduction pathway. Progress is assessed using consol-
idated data from our sustainability systems, where key indicators
such as energy consumption, renewable-electricity share, and
emission trends are tracked and compared against plan. Results are
reported to management on a monthly basis, enabling early identi-
fication of deviations and timely corrective actions. Target progress
is reviewed against our SBTi-aligned trajectory, ensuring that both
actions and emissions developments remain consistent with our
long-term decarbonisation pathway. Annual internal controls and
external assurance further strengthen the reliability of our reported
outcome.
0
2,000
4,000
6,000
8,000
10,000
2030 Targets2025 Reporting year2019 Baseline
ton CO2e
Absolute CO2* emissions reduction target by 2030
(Scope 1 and 2)
2,563
-70% (SBTi target)
2,576
8,544
P. 101 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
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information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
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Auditor's report
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Notes
The Board’s assurance
Auditor’s report
Other information
due to the significant energy consumption associated with metal-
working, fabrication, assembly, component testing, and refrigeration
system handling during production. Activities not included in this
sector are: bought-in products, which fall under NACE Section G
(Wholesale and Retail Trade); and service activities such as instal-
lation, repair, maintenance, commissioning, and extended warranty
services, which have minimal direct energy use and therefore do not
meet the criteria for high climate-impact sector classification.
When calculating the revenue of high climate-impact sectors, only
the revenue earned from the sale of our manufactured products is
included, while the two aforementioned activities are excluded. The
denominator corresponds to the Group’s total net revenue as re-
ported in its audited financial statements.
E1-5: Reconciliation of net revenue (E1-5 AR 38.b)
Net revenue from activities in high climate-
impact sectors used to calculate energy intensity SEKm 8,768.4
Net revenue (other) SEKm 3,400.6
Total net revenue (Financial statements)* SEKm 12,169
* See the Consolidated statement of total comprehensive income on page 142.
E1-6 – Gross Scopes 1, 2, 3 and Total GHG emissions
and GHG intensity, based on net revenue
E1-6: Contractual instrument coverage (E1-6 AR 45.d)
Serie
Share of purchased energy consumption covered by
contractual instruments, %
91%
Share of purchased energy consumption covered by
bundled contractual instruments, % 42%
Share of purchased energy consumption covered by
unbundled contractual instruments, % 49%
E1-6: Energy covered by type of certificate (E1-6 AR 45.d)
Serie 2025
Share of purchased electricity consumption covered by
Renewable purchased electricity Certificates (RECs), % 31.5
Share of purchased electricity consumption covered by
Guarantees of Origin (GOs), % 21.6
Share of purchased electricity consumption covered by
International Renewable purchased electricity Certifi-
cates (I-RECs), % 3.7
Share of purchased electricity consumption covered by
Renewable purchased electricity Guarantees of Origin
(REGOs), % 0.0
Share of purchased electricity consumption covered by
other certificates*, % 22.6
* FIT Certificates in Japan
E1-6: Greenhouse gas emission per net revenue (E1-6 53 & AR 53)
Metric 2025
Total GHG emissions per net revenue (tCO2/ SEKm 0.43
* See the Consolidated statement of total comprehensive income on page 142.
E1-5 – Energy consumption and mix (E1-5 AR 34)
Metric 2025
1. Fuel consumption from coal and coal products (MWh) 0
2. Fuel consumption from crude oil and petroleum products (MWh) 1,919
3. Fuel consumption from natural gas (MWh) 9,340
4. Fuel consumption from other fossil sources (MWh) 0
5. Consumption of purchased or acquired electricity, heat, steam,
and cooling from fossil sources (MWh)
2,275
6. Total fossil energy consumption (MWh) 13,534
Share of fossil sources in total energy consumption (%) 33
7. Consumption from nuclear sources (MWh) 267
Share of consumption from nuclear sources in total energy consumption (%) 0.64
8. Fuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of biologic
origin, biogas, renewable hydrogen, etc.) (MWh)
0
9. Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh) 27,226
10. The consumption of self-generated non-fuel renewable energy (MWh) 269
11. Total renewable energy consumption (MWh) 27,495
Share of renewable sources in total energy consumption (%) 66.5
Total energy consumption (MWh) 41,297
E1-5: Energy production (E1-5 39)
Metric Energy produced MWh
Renewable energy 328.73
Non-renewable energy 0
Total 328.73
E1-5: Energy intensity per net revenue for high climate-impact
sectors (E1-5 40)
Energy intensity per net revenue N (2025)
Total energy consumption from activities in high
climate-impact sectors per net revenue from activi-
ties in high climate-impact sectors (MWh/kSEK)* 0.00471
* See the Consolidated statement of total comprehensive income on page 142.
High climate impact sector
Electrolux Professional Group's high climate-impact sector compris-
es the manufacturing of professional food, beverage, and laundry
appliances produced within our own industrial facilities under NACE
Section C (Manufacturing). This sector is considered high impact
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Financial and sustainability
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Administration report
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– General information
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E1-4 & E1-6 GHG emissions disaggregated by Scopes 1 and 2 and significant Scope 3 (E1-6 AR 48)
Base year 2019 2024 2025 % 2025 / 2024 2030
Annual % target
/Base year
Scope 1
GHG emissions
Gross Scope 1 GHG emissions (tCO
2
e) 2,861 2,464 2,373 –4 647 90
Percentage of Scope 1 GHG emissions from regulated emission
trading schemes, (%) 0 0 0
Scope 2
GHG emissions
Gross location-based Scope 2 GHG emissions (tCO
2
eq) 9,348 7,819 6,195 –21 4,849
Gross market-based Scope 2 GHG emissions (tCO
2
eq) 7,345 2,264 956 –58 0
Significant Scope 3
GHG emissions
Total Gross indirect Scope 3 GHG emissions (tCO
2
eq) 7,320,058 5,009,139 4,795,350 –3
1 Purchased goods and services 204,673 204,783* 210,201 –3
2 Capital goods 13,307 8,551 10,555 23
3 Fuel and energy-related activities (not included in Scope 1 or 2) 2,667 1,589 2,210 39
4 Upstream transportation and distribution 33,548 37,324 39,267 5
5 Waste generated in operations 66 309 229 –26
6 Business travel 1,591 6,046 5,728 –5
7 Employee commuting 6,937 6,984 6,790 –3
8 Upstream leased assets not reported not reported not reported
9 Downstream transportation no data no data 5,565
10 Processing of sold products not material not material not material
11 Use of sold products 7,010,092 4,703,751 4,457,067 –5 27.5
12 End-of-life treatment of sold products 47,178 41,814 57,738 38
13 Downstream leased assets not material not material not material
14 Franchises not material not material not material
15 Investments not material not material not material
Total
GHG emissions
Total GHG emissions (location-based) (tCO
2
eq) 7,332,266 5,019,422 4,803,918 –4
Total GHG emissions (market-based) (tCO
2
eq) 7,330,263 5,013,867 4,798,679 –4
* Recalculated due to error in Category 1 purchased goods and services of indirect spend
E1-6: Scope 3 GHG emissions reported using primary data
(E1-6 AR 46.g)
Metric 2025
Percentage of Scope 3, Categories 1, 11 and 12
GHG emissions calculated using primary data 37
Percentage of Scope 3 other categories GHG
emissions calculated using primary data 0.19
P. 103 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
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information
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Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
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Notes
The Board’s assurance
Auditor’s report
Other information
E1-6 – Gross Scopes 1, 2, 3 and Total GHG emissions
Category
ESRS
Requirement Accounting Principle
Accounting method -
Scope 3 Calculation
Guidance/Rationale for exclusion
Emission
factors
Reporting
Period
ESRS 2 BP-1 • Calendar year 2025 (Jan 1–Dec 31), following financial-reporting consolidation. Historical data restated only when
structural changes materially affect comparability. Boundaries aligned with ESRS (financial control for IRO, narrative
disclosures, GHG).
NA
GHG
Inventory
Standard
ESRS 2 BP-1 • Electrolux Professional’s GHG emissions (Scopes 1, 2 and 3) are calculated in accordance with the Greenhouse Gas
Protocol Corporate Standard and include all greenhouse gases covered by the Kyoto Protocol — CO₂, CH₄, N₂O,
HFCs, PFCs and SF₆ — expressed as CO₂e.
• This is fully aligned with ESRS E1 requirements for Scope 1, 2 and 3 GHG disclosures. 5% significance threshold for
emission recalculations in compliance with SBTi requirements.
NA
Specific
Circumstances
ESRS 2 BP-2 • Estimations disclosed where primary data unavailable; transitional ESRS reliefs applied where relevant.
Scope 1 ESRS E1-6 • Direct emissions from manufacturing, heating of the facilities, stationary combustion, testing equipment, and fugitive
emissions from refrigerants; IPCC/DEFRA 2025 factors used with a conversion factor. Mobile combustion is excluded
due to the low impact and low number of vehicles owned by the company.
DEFRA 2025
Scope 2 ESRS E1-6 • Location- and market-based accounting for electricity, district heating/cooling; PPAs and certificates included. AIB 2024
market based,
IEA 2025 loca-
tion based
Electrolux Professional Group’s E1 metrics are not validated by any
external body other than the appointed assurance provider.
E1-5 Energy consumption mix
Energy consumption data is collected monthly from utility invoices
and internal metering systems across manufacturing sites.
Purchased electricity volumes are obtained from supplier invoices,
reported in kWh and converted to MWh for disclosure.
A conservative approach is applied when distinguishing renew-
able and non-renewable energy sources. Electricity consumption
is classified as renewable only where contractual arrangements
with suppliers (e.g., certified renewable electricity contracts or solar
subscriptions) substantiate the renewable attribute. For all other
electricity consumption, the national grid residual mix is applied.
Where the residual mix includes nuclear energy, the nuclear share
is allocated proportionally to grid electricity consumption, and
ACCOUNTING PRINCIPLES FOR E1 CLIMATE CHANGE
the remaining share is conservatively classified as fossil-based.
Contractual renewable electricity is disclosed separately under
purchased renewable energy.
Fuel consumption from fossil sources, including natural gas,
LPG and kerosene, is collected from supplier invoices and internal
metering systems. As fuels are reported in different units, they are
converted to kWh using standard calorific values and DEFRA con-
version factors as follows:
> Natural gas (m³) → converted using 10 kWh per m³
> LPG (gallons) → converted using 25.59317053 kWh per gallon
> Kerosene (liters) → converted using 9 kWh per liter
Mobile fuel consumption is excluded from this disclosure as it is im-
material in relation to the Group total emissions.
Self-generated energy, such as on-site solar PV installations and
heat recovery systems, is measured using on-site metering and re-
ported separately.
Energy consumption is disclosed using a market-based clas-
sification consistent with the methodology applied for calculating
market-based Scope 2 GHG emission. Under this approach, elec-
tricity backed by contractual instruments, such as renewable energy
certificates, power purchase agreements, or renewable-energy
subscriptions, is reported as renewable, while all other purchased
electricity is reported as non-renewable across reporting periods.
E1-6 Emissions from consolidated accounting group, investees
and joint arrangements (E1-6 50. a & b):
We do not have any investees or joint arrangements.
E1-6 Biogenic Emissions
At one of our sites, our district heating is generated from renewable
biomass sources and is considered non material for us.
P. 104 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
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information
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Our production
Our people
Governance & risk management
Financial and sustainability
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Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Category
ESRS
Requirement Accounting Principle
Accounting method -
Scope 3 Calculation
Guidance/Rationale for exclusion
Emission
factors
Scope 3 Cat.1 ESRS E1-6 • Purchased goods & services calculated using spend- or mass-based emission factors (e.g., ecoinvent/Exiobase).
Hybrid approach: Scope 3 Category 1 is divided in 2 sub-categories:
- average-data method: emission-related to the material used during the the production of the products.
There are 2 sources of emission factors:
1) The related EUP Lots provides life cycle assessment emission factors per life cycle steps for several products, the list is
provided below. For the Category 1 calculation, the only step considered is the material extraction. The manufacturing
step is estimated and integrated in the total GHG emission inventory in Scope 1 and 2.
EuP: Energy-using Product Preparatory studies which provide reference product with technical specifications, prepared
by Bio Intelligence Service
EUP Lot 12: Commercial refrigerators and freezers, 2007
EUP Lot 22: Domestic and commercial ovens (electric, gas, microwave), including when incorporated in cookers, 2011
EUP Lot 23: Domestic and commercial hobs and grills, included when incorporated in cookers, 2011
EUP Lot 24: Professional dishwashers, washing machines and dryers, 2011
2) For certain product categories, there is no EUP study available. Therefore, the calculation is based on the weight of
the product with an assumption on material breakdown, and DEFRA emission factors for the material use 2025
- spend-based for the remaining Purchased Goods and Services related activities and emissions
Hybrid approach:
• average-data method: emission-re-
lated to the material used during
the the production of the products
• spend-based for the remaining pur-
chased goods and services-related
activities and emissions
• Spare parts are excluded due to
lack of data
Exiobase 3.9
(2019) for the
emission factors
and European
Central Bank
(2025) for the
conversion rate.
Scope 3 Cat.2 ESRS E1-6 • Capital goods emissions based on spend × EF method
• European Central Bank (2025) for the conversion rate
• Average spend-based approach Exiobase 3.9
(2019)
Scope 3 Cat.3 ESRS E1-6 • Fuel- and energy-related emissions calculated using lifecycle emission factors linked to Scope 2 energy use • Average-data method IEA 2025 Scope 3
Scope 3 Cat.4 ESRS E1-6 • Emissions based on inbound, internal, and outbound transportation that we pay for. Total spend per transport mode
(air, road, rail, and sea) multiplied by mode-specific emission factors
• Spend-based method Exiobase 3.9
(2019)
Scope 3 Cat.5 ESRS E1-6 • Waste generated in operations calculated using DEFRA disposal-specific factors • Waste-type-specific method DEFRA 2025
Scope 3 Cat.6 ESRS E1-6 • Business travel based on flight distance bands and mode-specific emission factors • Spend-based method DEFRA (2025)
Scope 3 Cat.7 ESRS E1-6 • Employee commuting based on distance × mode share × working-day assumptions • Average-data method Network for
Transport
Measures 2018
Scope 3 Cat.8 ESRS E1-6 • Upstream leased assets are excluded due to lack of data • Excluded
Scope 3 Cat.9 ESRS E1-6 • Downstream transportation is based on outbound transportation arranged by us but paid by customers. The same
estimates of transport modes as for upstream transportation are used here
• Spend-based method Exiobase 3.9
(2019)
Scope 3 Cat.10 ESRS E1-6 • Excluded since the products sold by Electrolux Professional Group are finished products and do not undergo further
transformation, such as sheet metal
• Excluded
Scope 3 Cat.11 ESRS E1-6 • Use-phase emissions based on lifetime energy use × weighted regional grid factors x annual sales volumes per product
categories; major category for Electrolux Professional Group
• The product categories have been defined using the EUP Lot, with an average or a representative annual energy con-
sumption, from internal or external tests according to international standards, when available. Life time is expressed in
number of cycles or operating hours, converted into years
• The emission factor for gas uses the same reference and value as natural gas in Scope 1
• Steam is assimilated to electricity
• Electricity-related emission factors are based on the net sales distribution per world region and industry-segment to be
more representative of the geographical distribution of the sales
• Products that directly consume en-
ergy (fuels or electricity) during use
IEA 2025
Scope 3 Cat.12 ESRS E1-6 • End-of-life treatment emissions (recycling, landfill, incineration). Based on LCA emission factors from relevant EUP Lot
studies, or the weight of the product if the LCA emission factors are not available. Similar approach to Scope 3 Category 1
• Waste-type-specific method DEFRA 2025
Scope 3 Cat.13 ESRS E1-6 • Not applicable — no downstream leased assets • Excluded
Scope 3 Cat.14 ESRS E1-6 • Not applicable — no franchises • Excluded
Scope 3 Cat.15 ESRS E1-6 • No significant investments • Excluded
P. 105 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
IMPACT, RISK, AND OPPORTUNITY
MANAGEMENT
E2-1 Policies related to pollution
Group Environmental Policy
The Group Environmental Policy sets the overall direction for pollu-
tion prevention and resource management. It commits to minimize
environmental impacts, complying with relevant laws, and contin-
uously improving environmental performance. The policy supports
initiatives for water efficiency, safe chemical management, and
reduction of pollution from operations and products. The policy ad-
dresses designing products to reduce their adverse environmental
impact throughout their life cycle, focusing on material selection,
production, product use, and end-of-life. The Group Environmental
Policy is further described in section E1-2 Policies related to climate
change mitigation and adaptation on page 97.
Group Workplace Directive
Additionally, the Group Workplace Directive addresses pollution-
related impacts primarily through requirements for safe handling,
storage, and incident response for hazardous materials at produc-
tion sites. It mandates risk assessments, documentation of incidents,
and corrective actions to prevent and respond to leaks, spills, and
other emergencies. The Group Workplace Directive is further de-
scribed in section E1-2 Policies related to climate change mitigation
and adaptation on page 97.
Restricted Material List (RML)
Electrolux Professional Group manages pollutants and hazardous
substances through its Group-wide RML, which forms a core com-
ponent of its Environmental Policy and Workplace Directive. The
RML sets out which chemical substances are banned, restricted, or
classified as substances of concern in Electrolux Professional prod-
ucts, components, and packaging. The RML specifies all substances
and pollutants covered by the policy and identifies each chemical
through its unique CAS (Chemical Abstracts Service) number, ensur-
ing precise substance-level traceability and regulatory alignment.
By prohibiting or restricting the use of substances of concern and
substances of very high concern, the RML supports the substitution
and minimization of hazardous chemicals wherever technically and
legally required. Compliance with the RML is mandatory for all
suppliers, who must provide documentation and test reports for
every component. The RML is aligned with REACH, RoHS, and food
contact regulations, and its implementation is verified through audits
Pollution
The system references ISO 14001 as the primary external bench-
mark and ensures alignment with recognized environmental stan-
dards and reporting frameworks. It considers the interests of regula-
tors, customers, employees, communities, and investors by requiring
systematic management of environmental impacts and linking envi-
ronmental performance to sustainability reporting and management
review processes.
The EMS is made available to all relevant internal stakeholders
through its integration into the Group’s management system, op-
erational procedures and training routines, and is implemented by
environmental pillar leaders at the site level, supported by function-
al teams. The entire policy and guidelines apply to all operational
entities, and the VP Group Industrial Excellence is responsible for
conducting annual audits, overseeing corrective actions, and ensur-
ing adherence to environmental standards.
Electrolux Professional Group considers the expectations and
needs of key stakeholders across its value chain in the develop-
ment of its pollutant- and substance-management policies. The
Group’s Environmental Policy, Workplace Directive, and Restricted
Materials List (RML) reflect requirements arising from customers’
demand for safe, compliant, and resource-efficient products, reg-
ulatory authorities’ chemical-safety and environmental standards,
and employees’ expectations for a safe working environment,
supported by ISO-certified environmental and safety systems. The
Supplier Workplace Standard and RML also embed the interests of
suppliers and downstream users, ensuring clarity, CAS-number-level
and digital platforms. This process ensures that products meet legal
requirements and that substances of high concern are identified and
managed. This document covers S2-1 Workers in Value Chain.
The RML is communicated through Group policies, supplier re-
quirement manuals, technical specifications, and contractual doc-
umentation, ensuring that suppliers and internal teams understand
and comply with all requirements. Responsibility for maintaining and
updating the RML rests with Group functions overseeing product
compliance and sustainability, while implementation is carried out
jointly by R&D, Purchasing, Quality, and supplier partners.
Environment Management System
The Environment Management System (EMS) is a standard operating
procedure that addresses a wide range of pollution-related impact
areas by setting out procedures for identifying, assessing, and
managing environmental aspects across all operations. It covers
safe management of chemicals and hazardous materials, regular
assessment and control of water and air emissions, and wastewater,
soil and groundwater contamination, hazardous and non-hazardous
waste, noise and chemical management. The EMS also includes re-
quirements for incident tracking.
Environmental emergencies, such as leaks and spills, are tracked
using the Environmental Pyramid tool, and corrective actions are
implemented following audits and incidents. Sites are required to
establish wastewater handling and treatment practices to prevent
harmful discharges and to reduce the risk of water pollution.
Impact, risks, and opportunities related to pollution Value chain location
Actual negative impact: Potential presence of substances of concern and very high concern in products
and manufacturing processes
Time horizon:
Upstream
Own operations
Downstream
Opportunity: Developing technologies to filter out microplastics released from textiles in the wastewater
from laundry usage
Time horizon:
Own operations
Downstream
Actual positive impact: By reducing water consumption together with optimized detergent dosing, our
products lower the total pollutant load discharged to wastewater during use
Time horizon:
Downstream
Risk: Leaks and spills of hazardous materials at production sites
Time horizon:
Own operations
Short term Medium term Long term
P. 106 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
substance identification, and consistent compliance expectations
throughout the value chain. Stakeholder dialogues undertaken as
part of the Group’s broader sustainability governance and materi-
ality process further inform policy updates, ensuring alignment with
societal concerns, regulatory developments, and responsible-busi-
ness expectations.
The scope of the standard documents cover all manufacturing
sites, product categories, and operational processes. These pol-
icies extend into the upstream value chain through the Restricted
Materials List (RML), which specifies prohibited or restricted sub-
stances using CAS-number identification and is applied to all sup-
pliers and materials used in production. it also includes downstream
impacts through product design, repairability, and circular-economy
requirements intended to minimise hazardous-substance use across
the product lifecycle. The policies apply globally with no geograph-
ical exclusions noted in the report. Where full value-chain coverage
is not yet achieved, the Group discloses that supplier compliance is
being expanded through audits, declarations, and phased imple-
mentation of RML requirements.
E2-2 Actions and resources related to pollution
Pollution management in operations
Our approach to pollution management reflects the nature of
our operations and the outcomes of our IRO. While Electrolux
Professional Group does not engage in high-risk chemical man-
ufacturing, some processes — such as metalworking, painting,
coating, and insulation handling — can generate limited pollutants
if not properly controlled. All manufacturing sites operate under ISO
14001-certified Environmental Management Systems, through which
risks to soil, groundwater, and water discharges are regularly as-
sessed, preventive controls are defined, and compliance with legal
and permit requirements is verified.
Where prevention alone is insufficient, pollution is minimized
through technical and operational measures, including wastewater
treatment at selected sites to reduce pollutant loads before dis-
charge. We apply a zero-tolerance approach to chemical spills,
and all environmental incidents, near misses, and unsafe conditions
are tracked through the Environmental Pyramid tool, reviewed in au-
dits and management meetings, and followed by corrective actions.
In 2025, no environmental incidents related to soil or water pollution
were reported.
To ensure consistent application of controls across our manufac-
turing footprint, in 2025 we strengthened our Group-wide screening
process through a digital self-assessment questionnaire rolled out to
manufacturing sites. This tool captures information on environmental
management, water discharges, pollutant monitoring, hazardous
materials handling, spill-prevention measures, and waste controls,
supported by site documentation. The screening helps confirm that
foundational pollution-prevention measures are in place and high-
lights differences in maturity and data availability across sites. These
activities apply to all Electrolux Professional Group manufacturing
locations, corresponding to the geographies where its production
facilities are based. Relevant stakeholder groups for this work may
include site employees, environmental pillar leaders, health & safety
teams, local communities, and regulatory authorities. These actions
apply to all Electrolux Professional manufacturing operations, and
follow a short- to medium-term time horizon aligned with the annual
ISO 14001 audit cycle and continuous improvement of site-level
controls.
Product design principles
Several of our products consume detergent and cleaning solutions,
particularly in dishwasher and laundry. As part of our pollution
prevention efforts, we therefore integrate water efficiency and opti-
mized detergent use into product design. By developing appliances
that consume less water and require lower detergent volumes, we
aim to reduce the pollutant load in wastewater generated during
use while also lowering operating costs for customers. This includes
solutions such as Intelligent Dosing systems, which automatically
add the precise amount of detergent and chemicals based on the
dry weight of each load. By avoiding overdosing and unnecessary
chemical use, these technologies help to minimize detergent-related
pollution and reduce the release of substances into wastewater
streams. These design choices allow positive downstream impacts
and address the identified opportunity to reduce water pollution
associated with product use, while delivering environmental and
operational benefits to customers.
Stakeholder groups that may be involved in or affected by these
efforts include customers operating professional dishwashing and
laundry appliances, product development and engineering teams,
service technicians, and chemical solution partners. These activities
cover all dishwashing and laundry products placed on global mar-
kets, and follow a long-term, continuous time horizon integrated
into recurring product-development cycles.
Microplastics
Electrolux Professional addresses microplastic pollution by partici-
pating in international research projects and global standardization
initiatives aimed at developing reliable, science-based methods to
measure and reduce microplastic releases from textiles. Our work
focuses on contributing technical expertise, evaluating filtration and
separation technologies, and performing real-life testing of emerg-
ing test methods. These activities help capture oportunities related
to microplastic filtration.
During 2025, the Group strengthened its microplastic efforts
through a new collaboration with Mimbly, a Swedish cleantech
company specializing in water-saving and microplastic filtration
solutions. We began co-developing filtration technologies suitable
for professional laundries. Mimbly’s Mimbox system, capable of fil-
tering microplastic particles down to around 50 microns, provides a
practical platform for real-life testing and acceleration of microplas-
tic-reduction solutions. This partnership complements our ongoing
research and supports the transition from concept-level studies
toward applied solutions that can reduce microplastic emissions in
professional washing processes.
Stakeholder groups relevant to this work may include profession-
al laundry operators, textile and detergent partners, standardization
bodies, academic research institutions, and innovation partners
such as Mimbly. The scope of this work spans professional laundry
applications across European and global markets, and follows a
medium- to long-term time horizon driven by ongoing applied re-
search, technology development, and real-life testing.
Substances of concern and very high concern
Electrolux Professional Group’s action plan for managing substances
of concern and substances of very high concern (SVHCs) focuses
on supply chain engagement, as these substances are primarily
embedded in purchased components. We have developed a
Restricted Materials List (RML) to inform suppliers and operational
units about banned or restricted substances, as well as those that
could become a concern. All components and materials used are
RoHS-directive (Restriction of Hazardous Substances) compliant.
This means that they do not contain any toxic substance prohibited
under, or, if permissible, do not exceed certain levels set out in,
the RoHS Directive (2011/65/ EU). We also meet the requirements
of WEEE, the Waste Electrical and Electronic Equipment Directive
(2012/19/EU). In 2025, Electrolux Professional initiated a pilot project
with selected suppliers to collect information on restricted materials
in components. The results of the pilot project will help us to scale
up this effort step by step to monitor compliance with REACH,
RoHS, food contact, WRAS, and dual-use regulations.
Approximately 143 suppliers participated, representing around
25 percent of direct material spend. The process and IT tools for
collecting information are fully in place. The Group plans to scale
up this process step by step to monitor compliance with REACH,
RoHS, food contact, WRAS and dual use regulations, with the aim of
covering all suppliers by the end of 2028. Newly acquired units are
expected to comply with the RML within three years.
Tier 1 suppliers, procurement, compliance, and regulatory spe-
cialists, and customers are relevant stakeholders. Geographies cor-
respond to the EU for REACH, RoHS and WEEE applicability, the UK
for WRAS, and additional supplier regions across Europe, Asia and
North America. These actions apply to all Tier-1 suppliers and newly
acquired units worldwide, following a multi-year time horizon run-
ning through 2028, with a three-year compliance window for newly
acquired entities.
Current and future financial resources allocated to
the action plan
Electrolux Professional Group manages actions related to pollution
within the day-to-day business. The future allocation of financial
resources is not set but will continue to be managed as part of the
day-to-day business.
P. 107 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
METRICS AND TARGETS
E2-3 Targets related to pollution
Electrolux Professional Group has not yet established quantitative
ESRS E2 targets for pollution of water, soil, or for substances of
concern and very high concern. However, the Group maintains
clear qualitative targets that guide its pollution-prevention work
across all sites. Each year, all manufacturing sites are required to
comply fully with legal limits for pollutants in water discharge; this is
an absolute, recurring target measured directly against regulatory
thresholds. The Group also aims to prevent any spill incidents of
hazardous chemicals during operations. This qualitative, zero-spill
ambition is monitored through the Environmental Pyramid tool and
verified through audits and corrective actions. The Group has set a
direct operational target of achieving zero chemical spills or leak-
ages. Because pollution-to-soil data collection began only in 2025,
no year-on-year comparatives are yet available and 2025 will be
considered as a baseline. Measurement methodologies rely on the
internal Environmental Pyramid tool, which captures the number
and severity of pollution-related acts, conditions, emergencies, and
incidents. Data for pollution accounting and reporting are collected
directly by sites through this tool, using site-level observations as the
primary information source.
The policy mandates the Group to completely avoid or limit
substances within the threshold limits, and on this basis a target has
been developed to reach all suppliers delivering components and
achieve 80 percent compliance among the suppliers that the Group
is in control of by 2030 with 2025 as a baseline. This is the Group’s
current target related to substances of concern and substances of
very high concern. The Group has not disclosed the use of ecologi-
cal thresholds, planetary boundary based methodologies, or entity-
specific ecological allocations in setting its pollution related targets.
E2-4 Pollution of water and soil
Electrolux Professional Group production processes involve very lim-
ited use of chemicals or potentially polluting substances, therefore
soil pollution events are considered unlikely to happen.
Based on wastewater analyses performed across Electrolux
Professional Group, the presence of several pollutants listed in
Annex II of the E-PRTR Regulation were identified. However, our
manufacturing sites comply with all applicable water and soil dis-
charge limits, and current pollutant levels remain well below regula-
tory thresholds. Nonetheless, pollutants covered under E2-4 remain
material, and we will continue reporting them due to their relevance
to our Scope 1 emissions and regulatory expectations.
Electrolux Professional Group applies a preventive methodology
consistent with its health and safety approach, requesting each site
to report acts or conditions that could generate an environmental
emergency, and to complete an environmental pyramid based on
site-specific observations. In addition, information on leaks or spills
is collected quarterly. As no quantitative pollutant measurements
or estimations are performed, methodologies involving direct mea-
surement, periodic measurement of emissions, calculation based
on published pollution factors, or estimation are not used. This
approach allows us to focus on proactive risk identification rather
than pollutant quantification, which would not provide meaningful
insights given the low inherent pollution risk.
Electrolux Professional Group operates in compliance with en-
vironmental regulations and implements an ISO 14001-compliant
management system across all its production units and R&D cen-
ters. While not explicitly listing every BREF document, it aligns with
the underlying principles of the Industrial Emissions Directive (IED) —
which governs BREFs — by adhering to strict environmental, safety,
and chemical regulations. However, it does not use AMS, and there-
fore, no calibration tests or independent laboratory verifications
apply. Pollution-related information is instead collected through an
internal methodology based on the Environmental Pyramid, where
each site records a number of environmental acts and conditions,
near emergencies, minor emergencies, emergencies, severe emer-
gencies, and environmental disasters, using operational audits, pro-
duction reviews, and engineering inputs as primary data sources.
This process assumes that systematically capturing these graded
categories of potential or actual environmental events provides a
reliable indication of pollution risks, although it is limited by its qual-
itative nature and the absence of instrument-based measurements
or external validation beyond the assurance provider. At present,
EPRO does not use labelled and defined metrics with meaningful,
clear and precise names or descriptions, as these metrics have not
yet been formalized.
E2-5 – Substances of concern and substances
of very high concern (Substances of concern)
Currently, the company lacks sufficient measured or estimated
data to report on the total amount of substances of concern or
substances of very high concern generated, used, or released from
the company’s facilities due to complex supply chains and system
limitations that prevent full disclosure. We recognize this as a critical
gap and are actively working to address it. We are developing a
phased implementation plan to improve data availability and quality.
This includes engaging suppliers and enhancing internal tracking
systems. Our goal is to provide more complete disclosures in future
reporting cycles. While quantitative data is currently unavailable, we
disclose our policies and actions aimed at minimizing the impacts of
substances of concern and substance of very high concerns.
P. 108 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
IMPACT, RISK, AND OPPORTUNITY
MANAGEMENT
E3-1 Policies related to water
Electrolux Professional Group manages its material water-related
impacts, risks, and opportunities through the Group Environmental
Policy and the Group Workplace Directive, both applicable across
all operational entities and employees and publicly available on
the company’s website. These policies apply to all manufacturing
sites and relevant upstream and downstream value-chain activities,
including suppliers through the Supplier Workplace Standard.
Environmental policy
The Environmental policy sets clear principles for responsible water
stewardship across all operations. The policy commits to minimizing
water use, preventing pollution, and ensuring compliance with legal
requirements. It promotes resource efficiency and best available
technologies to reduce water withdrawal and improve treatment in
manufacturing.
The policy aims to preserve and sustainably use water resources by
improving product water efficiency throughout the product life cycle
— from design to end-of-life — consistent with the Group’s environ-
mental-management approach and ISO 14001-certified systems.
The Group Environmental Policy is further described in section
E1-2 Policies related to climate change mitigation and adaptation,
on page 97.
Group Workplace Directive
Furthermore, the Group Workplace Directive outlines the water man-
agement procedures to be followed by all operating units. The water
management procedure addresses water withdrawal, consumption,
discharge, and pollution prevention, with particular attention to
operations in water-stressed regions. It requires sites to monitor and
report water consumption and water discharge (type and amount)
as part of their environmental KPIs, set objectives and targets for
improvement, maintain equipment linked to water treatment (such
as effluent treatment plants), and ensure all employees are trained.
By mandating measurement and control of water use and dis-
charge, the directive ensures operational practices minimize neg-
ative impacts on local water sources and ecosystems. The Group
Workplace Directive is further described in section E1-2 Policies re-
lated to climate change mitigation and adaptation, on page 97.
Water
Environmental Management System
The Environmental Management System Standard Operating
Procedure translates water-related commitments into mandatory
practices at manufacturing sites. It sets strict controls for wastewater
discharge, requiring pre-treatment, monitoring of key parameters
such as COD (Chemical Oxygen Demand), BOD (Biochemical
Oxygen Demand), pH, and heavy metals, and documented compli-
ance. For pollutants, the SOP enforces chemical substitution, closed-
loop water systems where feasible, and spill prevention measures.
These operational controls mitigate negative impacts from water
use, reduce risks in water-stressed regions, and create opportunities
for efficiency through process optimization and digital monitoring.
By embedding these requirements into daily operations, the SOP
ensures measurable compliance and continuous improvement
across all facilities. The environment management system is further
described in section E2-1 Policies related to pollution, on page 105.
Group Supplier Workplace Standard
The Supplier Workplace Standard extends these obligations to our
business partners. It requires suppliers to provide water-related in-
formation upon request, explicitly including water consumption and
discharge data, and maintain practices aligned with our standards.
By requiring transparency and alignment, the directive mitigates
negative impacts on water sources across the supply chain, ensuring
responsible practices beyond our own operations.
The standard applies to all suppliers of direct and indirect mate-
rials, components, finished goods and services, and to their facilities
and workers, including sub-suppliers where relevant, across the
geographies in which Electrolux Professional Group sources. The
Supplier Workplace Directive is communicated through supplier
requirement manuals, contracts, audits, and corrective action
processes. Accountability for implementation lies with Group
Purchasing, Sustainability and Quality functions, while suppliers are
responsible for cascading and applying the requirements within
their operations. The Supplier Workplace Standard is aligned with
the Group Workplace Directive, Code of Conduct, and applicable
laws and regulations and is embedded in the supplier requirement
manuals and related supplier assessment processes. Electrolux
Professional Group does not currently have specific policies or
practices directly addressing sustainable oceans and seas.
Environmental Impact in Product Development
The Environmental Impact in Product Development is a standard
operating procedure that defines the activities required in every
product development or change project to reduce energy and
water consumption, minimize the use of virgin non-renewable re-
sources and strengthen circularity across the full product lifecycle.
By establishing lifecycle-based sustainability KPIs and integrating
systematic environmental assessments into every stage of develop-
ment, the SOP ensures that environmental considerations are em-
bedded into both product and service design so that all solutions
are developed to use resources more efficiently. This framework also
incorporates the use of digitalization, as connected appliance ca-
pabilities enable real-time monitoring of wash cycles, dosage levels
and equipment performance, allowing optimization of water use,
and preventing unnecessary consumption.
Impacts, risks and opportunities related to water Value chain location
Actual negative impact: Use of water in own operations, in products, and at suppliers' premises
has negative impact on local water sources and ecosystem
Time horizon:
Upstream
Own operations
Downstream
Opportunity: Driving water saving through digital innovation
Time horizon:
Own operations
Downstream
Actual positive impact: Equipment with better water efficiency can reduce the water withdrawal during
product-use phase
Time horizon:
Downstream
Risk: Operating in water-stressed regions
Time horizon:
Own operations
Short term Medium term Long term
P. 109 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
E3-2 Actions and resources related to water
Electrolux Professional Group’s operational water use is primarily
linked to sanitary purposes, product testing such as washing ma-
chines, dishwashers and oven cleaning systems, and evaporative
cooling. According to the WWF Water Risk Filter, overall operational
water use is relatively low; however, elevated water withdrawal
and availability risks were identified at operational sites with paint
shops, particularly in Japan. To mitigate these negative impacts,
the Group has allocated resources to improve water efficiency at
high-consumption sites, especially those with paint shops, and ac-
tively monitors water withdrawal and responds promptly to incidents
such as pipe leakages. Preventive measures include regular audits,
process optimization, and the installation of water-saving technol-
ogies such as faucet aerators and closed-loop water reuse systems
for product testing and cooling, which have been implemented at
facilities in Shanghai, China, and the United States. All sites comply
with local discharge regulations, and no thresholds have been ex-
ceeded. These activities follow the principles set out in the Group’s
ISO 14001 based environmental management systems.
We have introduced several actions to reclaim and reuse water
where technically feasible. The testing areas in the Group's facilities
in the United States and China use water reuse systems to reduce
water consumption. In some R&D facilities, water is reused in
closed-loop systems to cool parts. As these systems remain in oper-
ation, the Group is seeing reductions in operational water withdrawal
at sites where reuse systems are implemented, such as Shanghai,
and these reductions are expected to continue as reuse systems
remain in place.
Beyond operational measures, the Group’s water footprint is pre-
dominantly concentrated in the upstream value chain, particularly in
the production of steel, polymers, and packaging materials. Water-
related risks in the upstream supply chain were identified through
TNFD and WWF Water Risk Filter assessments, with material water
availability risks in Tunisia, China, and Brazil where water stress and
limited wastewater infrastructure pose environmental and opera-
tional challenges.
To address these negative impacts, the Group’s primary action
is supplier engagement. The Group conducts water-related as-
sessments through a structured questionnaire shared with selected
suppliers, focusing on water consumption and location-specific
stress levels. Water management practices are reviewed during
supplier audits, and the Group strongly encourages suppliers to ob-
tain ISO 14001 certification and provide evidence of environmental
management systems. Supplier engagement has been conducted
in several phases, beginning with a pilot project involving 18 sup-
pliers in 2024 and extended to 41 suppliers in 2025, selected based
on criteria covering a significant portion of expenditure. Through
this action, we are improving visibility of water-related risks in high
stress regions and strengthening supplier alignment with ISO 14001.
Insights gained through the digital tool used for these assessments
inform the Group’s future engagement strategies.
Water consumption during product use also represents a signifi-
cant portion of the Group’s environmental footprint. Many of its
products, particularly in the dishwashing and laundry ranges, con-
sume water during use and directly impact customers’ operating
costs. In response, the Group has a clear strategy and defined
targets for developing low-consuming and water-efficient products,
including targets for increasing water efficiency within its dishwash-
ing and laundry product ranges compared with a 2019 base year.
The Group also provides a digital connectivity service enabling cus-
tomers to monitor water use remotely and select optimized cycles to
reduce water consumption and improve efficiency.
Progress on the action plan
All sites, excluding 2024 acquisitions currently undergoing integra-
tion, are ISO 14001 certified and use ISO standards to guide water
management. This includes audits of processes that use water and
CoTo (Context-of-the-Organization) risk assessments that are fre-
quently reviewed and updated to mitigate risks and identify oppor-
tunities to eliminate or reduce water use. Water management is also
part of the supplier audit process, and the Group strongly encour-
ages suppliers to obtain ISO 14001 certification and demonstrate
the existence of environmental management systems. The Group
continues to improve operational water efficiency at high-con-
sumption sites, especially those with paint shops, through audits,
leak response, and the use of water saving technologies. The Group
reports continued compliance with local discharge regulations and
reductions in operational water use through closed-loop reuse sys-
tems, including the reuse systems at the Shanghai facility. Upstream,
the supplier assessment questionnaire provides enhanced visibility
of water-related risks in high stress regions and supports increased
supplier alignment with ISO 14001. Insights from digital analysis help
shape future supplier engagement strategies. At the product level,
the Group continues to develop water-efficient dishwashing and
laundry products benchmarked against a 2019 baseline and deploys
OnE Connected to help customers monitor and optimize water use,
reducing overall environmental impact and operating costs.
The scope of the Group’s water-related actions includes all
operational sites, with the exception of Adventys, which is under-
going integration. Actions also extend across the upstream value
chain, where 20 key commodities have been prioritized for water
risk assessment and supplier engagement based on materiality and
sourcing volume.
Current and future financial resources on the action plan
Electrolux Professional Group spends financial resources on product
development for water efficient products mainly in the Laundry seg-
ment. Such resources are part of capitalized investments in product
development in Note 13 in the notes to the financial statements, as
well part of OpEx within the consolidated statement of total com-
prehensive income. Current resources in the financial statement are
applicable within multiple topics within the sustainability reporting,
such as E1 Climate Change, and cannot be separated.
Future resource allocation includes investments in R&D and
product innovation e.g. development of water efficient appliances.
The resource allocation will be based on water reduction targets
defined by each business unit considering technological feasibility,
competitive benchmarks, and cost implications. Actions are also
part of the day-to-day business, where resources will continue to be
allocated through normal business processes.
METRICS AND TARGETS
E3-3 Targets related to water resources
Operational water withdrawal reduction targets
Electrolux Professional Group has established differentiated water
reduction targets based on site-specific consumption levels and
water-related risk profiles. The targets set and presented are volun-
tary and have been defined in consideration of local water-stress
conditions. Facilities with significant water use — such as those
operating paint shops — are subject to more ambitious reduction
goals. All targets are benchmarked against a 2019 baseline and
integrated into our environmental performance monitoring sys-
tems. For the high water-stress areas we have a 5% year-on-year
reduction in water withdrawal per unit produced, while for the other
operating units we have a 1% year-on-year reduction in water with-
drawal per unit produced. The water reduction targets at the sites
are not based on inclusive scientific evidence, but rather based on
water stress areas identified from the TNFD assessment. Our water
reduction targets have taken stakeholder input into consideration,
keeping in mind the current and future water regulations.
In 2025, Electrolux Professional Group reduced its total water
withdrawal from 81,266.03 m³ in 2024 to 73,799.62 m³, achieving
a 9.19% year-on-year reduction. This significantly outperforms our
voluntary 1% annual reduction target for operating units located
outside high water-stress areas and exceeds the planned trajectory
established for continuous improvement.
In high water-stress areas, total water withdrawal decreased
from 12,049 m³ in 2024 to 11,623 m³ in 2025, corresponding to
a 3.54% reduction. This performance is below the voluntary 5%
year-on-year withdrawal-reduction target applied to sites operating
under higher water-risk conditions.
Progress is monitored through site-level water-withdrawal report-
ing integrated into our environmental performance monitoring sys-
tems, which benchmark withdrawal volumes against the 2019 base-
line and support annual performance reviews under ISO-aligned
management processes.
Methodologies and assumptions
Electrolux Professional Group defines its operational water-reduction
targets through a methodology grounded in historical water-with-
drawal data benchmarked against a 2019 baseline, supported by
ISO-aligned Environmental Management Systems and consistent
Group-wide measurement practices. Targets are differentiated
according to site-specific water-stress conditions identified through
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internal environmental and TNFD-informed water-risk assessments,
with ≥5% annual withdrawal-reduction targets applied to sites in
high-water-stress areas and ≥1% to all other manufacturing sites,
consistent with Group policy anchors and internal guidelines. These
targets are developed using engineering assessments, operational
audits, and continuous-improvement evaluations at high-consump-
tion sites, supported by real-time metering or utility-based mea-
surement systems that ensure complete monitoring of withdrawal
volumes across all operations. While targets are not based on
external scientific scenario models, such as those recommended
by the Science Based Targets for Nature, they are aligned with the
Group’s Environmental Policy commitments, applicable national and
EU regulatory requirements, and the ESRS framework, and incor-
porate stakeholder input gathered during reporting and assurance
processes. Assumptions underpinning the targets include stable
operational conditions, the continued relevance of water-stress
classifications, and the reliability of metering and EMS data systems,
with estimations applied only where direct measurement is not yet
available using standardized methodologies provided in the Group’s
Water Management Guideline. The methodology explicitly integrates
local water-stress contexts, materiality outcomes related to water
scarcity and wastewater impacts, and regulatory expectations to
ensure that reduction efforts meaningfully contribute to sustainable
water resource management in the regions where impacts occur.
Product water efficiency targets
Water consumption efficiency improvement in products sold is an
entity-specific metric developed by the Group. This improvement
drives our product innovation concerning reducing water consump-
tion. Electrolux Professional Group embeds water efficiency into
product development, focusing on appliances such as washing
machines, dryers, and dishwashers. These product-level targets
are also voluntary. Each new product is assigned a specific water
reduction target, defined by the relevant business unit based on
technological feasibility, competitive benchmarks, and cost consid-
erations. This target directly supports the objectives of the Group’s
Environmental Policy by driving continuous reductions in water con-
sumption across our product portfolio.
We have set a Group-level target to achieve an 8% improvement
in water consumption efficiency within the Professional Washing,
Drying, and Dishwashing portfolio by 2025, compared to the 2019
baseline. This KPI measures water consumption efficiency improve-
ment in products sold and applies to approximately 40% of our total
product sales.
While ovens are not included in the KPI calculation or monitoring
process applied to the three product categories above, cleaning
cycles in ovens manufactured by Electrolux Professional are de-
signed to demonstrate improved performance in water consumption
during the product development phase.
Connected products enable customers to monitor water usage
remotely and select optimized cycles to minimize consumption. This
functionality supports our ambition to reduce water use across the
product lifecycle.
The water-efficiency target is based on reductions in process-
water consumption during product use, which represents more than
99.5% of the water footprint for the relevant product categories.
Annual efficiency gains are calculated and tracked by comparing
new and baseline models using a fixed number of life-cycle washes
and consistent test assumptions, ensuring like-for-like performance
evaluation. When product capacities change, cycle numbers are
adjusted to normalize results. The target reflects efficiency improve-
ments from product innovation only, excluding volume effects. An
8% improvement corresponds to approximately 7,800 million liters of
water saved. The contribution of the use phase to total water impact
follows methodological guidance from the Swedish Energy Agency’s
*EUP Lot 24 – Professional Washing, Drying and Dishwashing
Equipment*.
The target has been developed in collaboration with R&D. In
2025, Electrolux Professional Group has elaborated a plan to create
a new short-term target focusing on water performance of products
in development. This target and its monitoring will be operational-
ized in the coming years.
Water consumption efficiency improvement in products sold
Metric 2019 2020 2021 2022 2023 2024 2025
0 1.5% 2.3% 4.3% 3.5% 2.5% 4%
In 2025, water-consumption efficiency in products sold improved by
4% compared to the 2019 baseline. While some individual models
achieved significantly higher reductions, such as one product reach-
ing 30% lower water use, the overall improvement is moderated by
low sales volumes of these high-efficiency models. As such, their
impact is not yet fully visible in the aggregated metric.
E3-4 Water consumption
The primary use of water in our operations is for product testing and
domestic consumption. We actively monitor water withdrawal from
various sources and track water recycled and reused at our sites.
In 2025, our water consumption decreased by 13%. We have not set
any targets for water consumption at our suppliers' premises.
Metric 2025 2024
Total water consumption, m³ 6,268 7,200
Total water consumption in areas at high risk, m³ 179.3 *
Total water recycled and reused, m³ 1,520 1,567
Total water storage at the end of
the reporting period, m³ 47,092 296,000
Total water consumption in m
3
per KSEK
net revenue 0.52
* No data available for acquired sites. See the Consolidated statement of total
comprehensive income on page 142.
The measurement of the metric is not validated by an external body
other than the assurance provider and the unit of measurement is
SEKm, consistent with our financial statements.
ACCOUNTING PRINCIPLES FOR WATER DATA
Water consumption
Water consumption is calculated by deducting the water discharge
from water withdrawal. We measure water withdrawal via a meter
and we receive the amount in the invoice from our third-party water
suppliers. Water discharge is assumed to be 5% of the water with-
drawal since we do not have any processes that consume water.
The 5% difference is associated with the water consumed at the
kitchen premises.
Water intensity
Water intensity is calculated as total water consumption (m³), divided
by the Group’s net revenue reported in KSEK.
Product water consumption efficiency calculations
The water consumption efficiency within the washer, dryer, and dish-
washer product portfolio is measured as a percentage improvement
in water consumption for the improved product range, compared to
an assumed unchanged product range during the reporting year.
The key performance indicator (KPI) is calculated using the for-
mula: Sales volume x water consumption/cycle x no. of cycles over
lifetime (for an improved product range during 2025) / Sales vol-
ume x water consumption/cycle x no. of cycles over lifetime (for an
assumed unchanged product range during 2025). The calculation
incorporates several key parameters:
> Sales volume includes all units sold during the reporting period,
with data sourced from internal sales records.
> Water consumption per cycle is defined as the average water us-
age for a single cycle, determined through standardized testing in
accordance with relevant industry standards.
> The number of cycles over the lifetime represents the estimated
total number of cycles a machine will perform over its lifetime,
based on product design specifications and consumer usage
patterns.
> The improved product range refers to machines sold during the
reporting year with design or operational improvements that en-
hance water efficiency.
The assumed unchanged product range serves as the baseline,
representing the water consumption of appliances sold during the
same year if no efficiency improvements had been implemented.
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Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
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Resource use and circular economy
IMPACT, RISK, AND OPPORTUNITY
MANAGEMENT
E5-1 Policies related to resource use and circular
economy
Electrolux Professional Group's approach to resource use and circu-
larity is governed by a set of policies and directives that form part
of a broader environmental management framework. Rather than
operating as stand-alone instruments, they are embedded within
wider environmental and sustainability policies that also address
closely related areas such as water management and pollution
prevention. This integration ensures that resource use, waste man-
agement, and circularity considerations are addressed consistently
alongside other environmental topics throughout the value chain. Our
policies listed below were not developed with explicit reference to
the “Categorisation system for the circular economy”, they inherently
emphasize several of the same underlying principles. In particular,
our approach reflects the “R” strategies most relevant to our products
and operations — reduce, re-use, repair, refurbish, remanufacture,
and redesign — supporting improved durability, extended product life,
and more efficient use of materials across the product lifecycle.
Group Environmental Policy
The Group Environmental Policy establishes our commitment to
reducing resource consumption, minimizing waste, eliminating
hazardous substances, and improving the circular performance of
our products. The policy includes general commitments to resource
efficiency, sustainable material selection, and reduction of waste.
However, it does not explicitly address transitioning away from virgin
resources, increasing the use of secondary (recycled) materials, or
the sustainable sourcing and use of renewable resources. The Group
Environmental Policy is further described in section E1-2 Policies re-
lated to climate change mitigation and adaptation, on page 97.
The Environmental Policy is operationalized through two stan-
dard operating procedures (SOP). The Environment Management
System governs site-level environmental management, compliance,
resource efficiency, and safe handling of waste. However, it does
not explictly reference the waste hierarchy.
The Environmental Impact in Product Development SOP, embeds
ecodesign, circularity, reuse, repair, refurbishment, remanufacturing,
disassembly, and recyclability requirements into the product devel-
opment process.
Monitoring is carried out through structured compliance checks,
KPI tracking, incident tracking via Environmental Pyramid tool,
audit cycles, and PDCA-based continuous improvement at both
site level and at product-development checkpoints. Read more on
E2-1 Environment management system on page 105. The policy and
SOP applies across all operational entities, the full upstream supply
chain, and the product lifecycle. The interests of key stakeholders
were considered in the formulation of the policy.
Restricted Materials List (RML)
The risks related to the presence of substances of concern in our
products at the end of their life are managed through the Restricted
Materials List (RML) and supplier compliance requirements, ensuring
alignment with RoHS, REACH, and customer expectations. The RML
is further described in section E2-1 Policies related to pollution, on
page 105.
Group Workplace Directive
Waste and resource efficiency in our operations are supported by
the Group Workplace Directive, which mandates scrap reduction,
selective sorting, and local recycling of metals, plastics, and pack-
aging. The Group Workplace Directive is further described in section
E1-2 Policies related to climate change mitigation and adaptation,
on page 97.
Supplier Workplace Directive
The Supplier Workplace Directive extends these expectations up-
stream, promoting responsible waste management and material
handling at supplier facilities. Downstream, WEEE obligations and
Extended Producer Responsibility requirements are embedded into
our product instructions and market declarations, ensuring correct
handling at end-of-life. The directive addresses environmental man-
agement through requirements to reduce resource consumption,
emissions, and waste, and to encourage suppliers to adopt similar
environmental principles; however, it does not fully incorporate
sustainable sourcing criteria nor explicit requirements for the use of
renewable resources. The Group Supplier Workplace Directive is fur-
ther described in section E3-1 Policies related to water, on page 108.
E5-2 Actions and resources related to resource
use and circular economy
Product design
In 2025, we strengthened our product development framework by
embedding Robust Design principles, reliability validation, and life-
time testing to ensure products perform consistently throughout their
Impacts, risks and opportunities Value chain location
Actual positive impact: By designing and selling long-lasting, repairable products—and recovering them
through refurbishment and take-back programs.
Time horizon:
Upstream
Own operations
Downstream
Actual negative impact: Waste generated at the end-of-life of our products poses environmental, regulato-
ry, and reputational risks.
Time horizon:
Upstream
Own operations
Risk: Material shortages and more volatile steel prices increase vulnerability to supply disruptions and ele-
vated production costs during the shift toward greener materials.
Time horizon:
Upstream
Downstream
Risk: Future circularity regulations may introduce mandatory requirements and we could face significant
transition costs, delays in product compliance, or potential fines in regulated markets.
Time horizon:
Upstream
Own operations
Opportunity: Growing customer demand for circular and waste-reducing solutions
Time horizon:
Upstream
Own operations
Downstream
Short term Medium term Long term
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intended life. These measures address the risk of premature product
failure, which can lead to increased material consumption, waste
generation, and higher lifecycle impacts. By improving durability
and reliability at the design stage, we aim to reduce the frequency
of replacements and decouple value creation from material
throughput.
Our modular design approach, supported by Design for
Manufacturing and Assembly, reduces production scrap, simplifies
assembly processes, and enables more cost-effective repair and
replacement of components. This mitigates negative impacts asso-
ciated with material losses during manufacturing and product dis-
posal, while also creating opportunities to extend product lifetimes
through repair and refurbishment.
To prepare for evolving circularity requirements and strengthen
repairability, we piloted a third-party validated repairability index
on the Neo Blue dishwasher range, achieving a platinum rating. This
confirms ease of disassembly and repair and supports readiness for
the Eco-design for Sustainable Products Regulation, Right to Repair,
and related legislation. The pilot contributes to circular economy
objectives by enabling maintenance, repair, and potential refurbish-
ment, reducing dependence on new material inputs.
These product-design initiatives apply to all new product de-
velopment and major product-change projects led by Electrolux
Professional’s global R&D and engineering functions, covering
only in-house manufactured products but not bought-in products.
The expected outcome over the short to medium term is increased
product durability, reduced material use per functional unit, im-
proved repair rates, and lower end-of-life waste, while supporting
regulatory compliance and long-term competitiveness.
Material use
Our reliance on virgin materials and the limited availability of cir-
cular alternatives pose risks related to resource scarcity, price vol-
atility, and supply disruption. To address these risks, we expanded
efforts to diversify and improve material sustainability. Through the
CISMA partnership with Blekinge Institute of Technology (BTH) and
Eurecat, we advanced the exploration of recycled steel in selected
product categories. This collaboration brings together academic
expertise, applied research, and industrial knowledge to assess
technical feasibility and performance implications. Industrial trials
are planned for 2026–2027; however, the scope remains limited and
no Group-wide targets for recycled or recyclable content have yet
been implemented.
During the reporting year, we also reduced material use in
packaging by lowering plastic film thickness and, for selected
products, eliminating plastic components entirely. These changes
reduce absolute material consumption and associated waste while
maintaining product protection. We increased the use of cardboard
packaging sourced from forest-fiber materials with the potential to
be renewable and recyclable, supporting material circularity and
reducing dependency on fossil-based inputs. This action follows a
short-term time horizon.
In parallel, we initiated two Circular Transition Indicator (CTI)
pilot projects developed by the World Business Council for
Sustainable Development. One project assesses circularity perfor-
mance at product level for an oven, washer and mixer while the
second maps material flows at the Group level. These pilots aim to
identify material hotspots, quantify circularity potential, and support
internal decision-making. We plan to expand the circularity perfor-
mance assessment to different product categories within the medium-
term time horizon.
The scope currently applies to selected product categories and
pilot projects within certain Business Areas, while packaging opti-
mizations apply to manufactured products only. Bought-in or OEM
products are not included in these actions. The pilot projects identify
material hotspots and test feasibility, but full Group-wide implemen-
tation will require scale-up, additional supplier engagement, and
expanded material data coverage. The expected outcome is the
establishment of a CTI score at product level, which will help identify
circularity gaps, and create structured pathways for future circular
material sourcing while gradually reducing reliance on virgin materi-
als. In the absence of quantitative KPIs, progress is monitored qual-
itatively by assessing improvements in data availability, the maturity
of material-flow mapping, and the integration of CTI insights into
product-development and sourcing decisions.
Leveraging circularity regulations to enhance compliance and
competitiveness
Upcoming EU regulations — including the Eco-design for
Sustainable Products Regulation, Digital Product Passport, Right to
Repair, and updated Eco-design requirements — present both com-
pliance risks and strategic opportunities. Non-compliance could
restrict market access, while early preparedness can strengthen
competitiveness and product differentiation.
To address these risks, we initiated actions to improve product
lifecycle management data completeness and consistency, defined
a standardized data model across Business Areas, and explored
enhancements to the Bill of Materials to improve traceability. These
actions aim to enable future disclosure requirements, facilitate repair
and refurbishment, and support more informed material decisions.
We also strengthened regulatory monitoring and engaged
cross-functional teams to map regulatory requirements to product
families. This internal collaboration supports shared understanding
across R&D, procurement, sustainability, and legal functions. While
these actions help mitigate regulatory risks and build internal capa-
bilities, system readiness remains incomplete. Additional improve-
ments in data quality, traceability, and internal controls are needed
before full compliance can be assured.
This action covers all products that Electrolux Professional Group
places in the European market. The expected outcome is to achieve
full availability of product lifecycle and material information from
suppliers and to ensure that our ERP and internal data systems are
able to store, trace, and manage all required circularity-related
data needed for upcoming EU regulations. The action follows a
medium-term time horizon reflecting the phased introduction of EU
circularity regulations.
Meeting growing customer demand for circular solutions
and business models
Demand for resource-efficient, low-waste, and circular solutions
is increasing among professional kitchen and laundry customers,
creating opportunities for differentiation and value creation beyond
product sales. In response, we expanded initiatives that reduce
material use and waste during the use phase.
We launched HeroDry, which enables the drying of reusable
containers and reduces the need for single-use packaging. We also
expanded the Zero Waste program within the SkyLine Cook & Chill
range, helping customers reduce food waste through controlled
thawing, self-regulating fans, and energy- and water-efficient fea-
tures. These solutions reduce indirect resource consumption and
waste generation downstream while supporting customer opera-
tional efficiency.
Beyond product design, we are piloting take-back and refur-
bishment programs to explore circular business models, including
a laundry refurbishment pilot focused on recovering end-of-life
units for resale. In selected product categories, we are targeting an
all-inclusive repair service program that intends to buy back prod-
ucts from customers at the end of their useful life. Returned units are
cleaned, repaired, or refurbished and then resold through third-party
platforms or our own sales channels. These initiatives involve collab-
oration with dealers and service partners and aim to test the feasi-
bility of buy-back and second-life offerings.
The expected outcome is to design and develop comercially vi-
able circular products and services that can generate revenue, over
a medium-term time horizon, i.e., by 2028.
End-of-life waste management
To mitigate negative impacts associated with end-of-life waste and
hazardous substances, we maintained compliance with WEEE and
RoHS requirements and continued designing products for ease of
disassembly. Typically, 85–95% of product materials are designed to
be recyclable, and product manuals provide disposal guidance. We
also continued implementing our Restricted Materials List and sup-
plier compliance requirements, supported by supplier declarations
and internal controls to prevent the introduction of substances that
could hinder recyclability or cause environmental harm.
As a B2B organization, we have limited direct control over
downstream waste handling, which creates challenges in ensuring
optimal recovery. To address this dependency, we initiated col-
laboration with recycling partners to gain visibility into treatment
practices. A pilot investigation in Italy analysed WEEE management
from multiple perspectives, identifying gaps and informing future
strategies. We aim to complete this action within the short-term time
horizon.
This diagnostic phase has not yet resulted in quantified recovery
improvements. Our current approach provides only basic guidance
and lacks measurable targets for material recovery and recycling
rates. Further work is needed to strengthen downstream collabo-
ration, improve traceability, and explore innovative materials and
designs that enhance recovery outcomes.
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Our production
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Governance & risk management
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– Social information
– Governance information
Auditor's report
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Notes
The Board’s assurance
Auditor’s report
Other information
E5-4 – Resource Inflows
Electrolux Professional Group’s products are manufactured using
natural resources and mainly comprise the materials and minerals
used to manufacture our products, dominated by metal-based in-
puts such as stainless steel, steel wire, cast iron, galvanized steel,
and aluminium alloys, together with the mineral-based elements in
electronic components and assemblies, and a broad range of poly-
mers, engineered plastics, synthetic rubbers, adhesives, lubricant
oils, glass, and paper that appear in product structures and sub
modules. In addition to these raw materials, our inflows also include
semi-manufactured goods and packaging materials and finished
goods packaging, as well as supplier-provided packaging materi-
als that enter our upstream value chain. These activities inherently
involve critical raw materials and minerals, and in some cases, rare
earth–containing elements, where these occur within electronic and
mechanical parts sourced from suppliers. During the reporting year,
we recorded a total material inflow of 27,383 tons, of which metal
comprised the largest share. 8% constituted biological materials,
including wood and cardboard, with 0.36% sourced from certified
sustainable origins through the use of FSC- and PEFC-certified
packaging. About 1,873 tons of materials supplied — primarily stain-
less steel with recycled content and recycled cardboard packaging
—contained a measurable share of recycled material corresponding
to 8% of total inflows. Increasing the circularity of material inflows is
therefore a key priority, and we aim to gradually reduce dependen-
cy on virgin materials. The metrics are not validated by an external
body.
E5-4: Resource inflows (E5-4 31)
Metric 2025
Total weight of products and materials, tons 27,383
Percentage of biological materials (and biofuels)
sustainably sourced, % 0.36
Total weight of secondary reused
or recycled components, tons 0
Percentage of secondary reused
or recycled components, % 0
Total weight of secondary intermediary products, tons 0
Percentage of secondary intermediary products, % 0
Total weight of secondary materials, tons 1,873
Percentage of secondary materials, % 8
This action applies to two of our R&D functions where we have
close collaboration with our waste collection company. The expect-
ed outcome is improved understanding of downstream waste treat-
ment, reduced risk of improper disposal, and a foundation for future
improvements in design, declarations, and customer guidance.
Waste from our operations
We mainly consume metal and metal parts. Our factories work to
reduce material losses by improving the scrap rate and using ma-
terials efficiently. To restrict toxic and hazardous substances in our
products and processes, we have adopted a restricted materials list.
Our production facilities actively recycle waste materials such
as steel and copper, selling them back to suppliers or specialized
recycling companies. We reuse wooden pallets and large plastic
bags for packaging spare parts, where possible. We implement se-
lective waste sorting, recycling 85% of our total waste and using the
remainder for energy generation. This is part of our ongoing actions
and follows the yearly audit cycle. The scope applies to all our man-
ufacturing sites and hte expected outcome is to reduce the total
waste sent to landfill.
Progress of actions or action plans disclosed in prior periods
The framework for product design was strengthened in 2025 with
Robust Design, reliability validation, and lifetime testing and the
Repairability index has been completed for the Neo Blue dish-
washer range. For food packaging in the Europen facilities, plastic
film thickness was reduced and selected plastic components were
eliminated by the end of the reporting period. We calculated the
circularity index for three projects in laundry, oven and beverage
appliances. In Italy, the diagnostic phase of a WEEE pilot investiga-
tion has been completed, which has not yet resulted in quantified
recovery improvements.
Current and financial resources of actions or action plans
Electrolux Professional Group manages actions regarding resource
use and circular economy within the day-to-day business, i.e, finan-
cial resources are allocated through normal business processes. The
future allocation of financial resources is not set but will continue to
be managed as part of the day-to-day business.
METRICS AND TARGETS
E5-3 – Targets related to resource use and circular
economy
Targets related to circular product design, circular material use,
primary raw material reduction, and sustainable sourcing
We are working toward establishing circularity-related targets, but
quantitative goals have not yet been defined as we continue to
strengthen the data, methodologies, and supplier transparency
needed for reliable target setting. During the year, we advanced
circular design through modularity, durability, and repairability initia-
tives and expanded our mapping of material inflows and outflows
to build a consistent basis for future regulatory compliance. We also
evaluated opportunities to reduce reliance on primary raw materi-
als and explored recycled and alternative inputs, while reinforcing
sustainable and renewable sourcing practices in line with circular
economy principles.
To track progress in the absence of fully defined targets, the
effectiveness of circularity-related policies and actions is monitored
through the New Product Development process, which requires
KPI mapping (such as recycled content and modularity) and formal
verification at each checkpoint.
We aim to build competence across our R&D teams in sustain-
able sourcing and circularity, and evaluate progress through qual-
itative and quantitative indicators including each product’s circu-
larity index, recyclability performance, and the share of sustainably
sourced packaging materials, using baseline values established
through initial pilot projects against which future improvements will
be assessed.
Targets related to resource outflow, waste disposal
Electrolux Professional Group has established a dedicated waste
management initiative, which contributes directly to the Group
Environmental Policy objective of reducing waste and improving
environmental performance, and operationalizes the EMS SOP
requirement to minimize waste through continuous monitoring of
disposal KPIs, regular audits, incident-tracking, and PDCA-based
improvement cycles.
The overarching absolute target of the project is to achieve
less than 1% of total waste sent to landfill by 2030. This target is
expressed in absolute percentage terms and is not linked to any ref-
erence year. The scope of the target is our manufacturing sites and
the period to which the target applies is 2030.
In 2025, the proportion of waste sent to landfill was approxi-
mately 6.92%, representing a reduction compared with 2024 (7.22%).
Although landfill volumes remain above the long-term ambition, the
year-on-year improvement indicates continued progress toward the
2030 target.
The effectiveness of our actions is monitored through the environ-
ment community. This community meets on a regular basis to discuss
progress, share challenges, and exchange best practices on waste
reduction, recycling innovations, and supplier recovery programs.
P. 114 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
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Introduction
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Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
E5-5 Resource outflows
Key products designed following the principle of circular economy:
Dishwashers with higher modularity
The next-generation dishwashing appliances are designed for
modularity, allowing key components to be maintained, repaired,
or replaced. They include a repairability index to support longer
product lifecycles and use packaging made entirely from recyclable
cardboard. The NeoBlue Touch has been awarded the Platinum
rating in UL Solutions’ Repairability Rating Program, highlighting its
industry-leading reparability and sustainability credentials.
Drying solutions for reusable products
The free-standing blower for reusable cups and tableware support
was launched to meet the EU Single-Use Plastics Directive aimed at
reducing global reliance on certain single-use plastics, waste pre-
vention, and reuse systems by enabling efficient drying of reusable
cups and tableware. The HeroDry blower is designed to reduce the
waste of single-use consumables in hospitality outlets. We are part-
nering with several fast-food chains in this area.
Refurbished and upgraded kitchen equipment
For our French market, we offer customers refurbished products
(grills) as a replacement for their older equipment, allowing existing
units to be upgraded, integrated with new features, and providing
spare machines to reduce downtime. This extends the useful life of
equipment and reduces the need for new resource-intensive pro-
duction.
Laundry solutions through product-as-a-service models
In Germany and Austria, we provide professional laundry equipment
as a service, ensuring regular maintenance, upgrades, and refur-
bishment. This business model, provided via Schneidereit, promotes
product longevity, reduces resource outflow, and encourages cir-
cularity by reusing and upgrading machines rather than replacing
them.
Intelligent dosing for resource efficiency
Laundry appliances are equipped with dosing technology that
automatically adjusts the amount of detergent, softener, and chem-
icals based on load weight. This reduces chemical waste, saves
water, and improves garment care, enhancing overall resource
efficiency.
Resource-efficient beverage appliances
Newer generations of beverage appliances are designed with
reduced material weight and incorporate more recyclable com-
ponents. Tango XP espresso machine is 30% lighter than its prede-
cessor due to design optimization and the substitution of copper
with stainless steel for boiler components. Its modular design allows
grinders to be easily added or removed, while the boiler is easy to
replace, reducing the environmental impact of repairs and extending
the machine’s life.
Product durability
Due to the absence of an industry benchmark, we rely on our in-
ternal durability methodology, which includes Robust Design prin-
ciples, reliability validation, and lifetime testing. These processes
assess the durability of our manufactured products using reference
conditions that reflect typical professional-use environments. Our
approach allows us to provide a consistent and reliable estimate of
product lifetime based on known usage patterns and verified per-
formance testing.
Product categories Expected durability, years
Warewashing 10
Washers semi-professional 5
Washers professional 12.8
Dryers semi-professional 5.2
Drying cabinets professional 11
Tumble dryers, all capacities 13.3
Ovens 10
Blast chillers 8.5
Hob cookers 12
Fry-tops 10
Refrigeration 10
Kelvinator Commercial Range 7
Dynamic preparation of food 8.1
Ironers 10
Beverage dispensers 5
Premium cooking appliances 10
Beer coolers 8
Randell & Avtec range 8
Induction components 10
Cleaning equipment (coin & OPL) 13
Cleaning equipment (dry cleaning) 13
Vaccuum packaging machines 6.5
Others 1
Product repairability
We currently do not have an established repairability rating for our
full product portfolio, as a harmonized or fully applicable rating sys-
tem is not yet available for most professional appliance categories.
However, we have conducted one pilot repairability assessment
on a selected product to build internal capability. As part of the
pilot the NeoBlue Touch Undercounter Dishwasher has received a
Platinum rating under UL Solutions’ Repairability Rating Program.
Rate of recyclable content
Electrolux Professional Group does not yet report recyclable con-
tent metrics for the full product, component, and packaging port-
folio because the data required to calculate verified recyclable
content percentages is not consistently available across all product
categories and supplier tiers. At present, only a limited number of
products have undergone recyclability verification which is the four
pilot products as part of our Design for Circularity program. The dry-
er contains approximately 86–88% recyclable materials, the washer
approximately 93%, the undercounter dishwasher approximately
87%, and the Ecostore refrigerated cabinet approximately 80–81%,
driven primarily by high portions of metals such as stainless steel,
steel, aluminium, copper, and zinc. These four analyses represent
our only verified recyclable content data points to date.
P. 115 Sustainability Statement - Environmental informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Waste
Waste composition and hazardous waste
The primary waste streams relevant to our sector include materials
such as metals, non-metallic minerals, plastics, and critical raw
materials. We have no radioactive waste in 2025. The metric is not
validated by an external body.
E5-5: Waste summary (E5-5 37)
Metric tons 2025 2024
Total amount of waste generated 6,193.3 7,053.3
Total amount of waste diverted from disposal 5,565.5 6,143.3
where of non-hazardous waste 5,386.4 5,949.3
– Preparation for reuse 5 94.9
– Recycling 5,334.6 5,753.3
– Other recovery 46.8 101
where of hazardous waste 179.2 194
– Preparation for reuse 2 2.1
– Recycling, tons 136.4 157.5
– Other recovery, tons 40.8 34.5
Total amount of waste directed to disposal 627.7 910
whereof non-hazardous waste 600.2 829
– Incineration 173.2 320.4
– Landfill 427 508.7
– Other disposal – –
where of hazardous waste 26.3 81
– Incineration 24.9 68.2
– Landfill 1.3 0.6
– Other disposal 0 12.2
Percentage of non-recycled waste, % 10.1 12.9
E5-5: Waste hazardous/radioactive (E5-5 39)
Metric 2025 2024
Total amount of hazardous waste [tons] 205.5 275
Total amount of radioactive waste [tons] 0 0
ACCOUNTING PRINCIPLES FOR RESOURCE
USE AND CIRCULAR ECONOMY
E5-4 Resource inflows
The scope of the calculation is limited to the material used for the
product, and certain resource inflows such as property, plant and
equipment are excluded as they are not deemed to be applicable
for reporting, and no omission relates to data limitations. Due to
the lack of detailed weight data for purchased materials and com-
ponents, we applied a conservative approach based on finished
product information, supplier declarations, and certified packaging
data.
1. Determination of total material weight
The total material inflow was estimated using finished product
weights extracted from ERP systems. Total weight was calculated as:
Net weight per product × Units sold in the reporting period plus the
total scrap waste coming out of the production system.
2. Determination of biological material weight
Biological materials predominantly consist of wood and cardboard
packaging. Only materials with valid FSC or PEFC certifications
were included as sustainably sourced. Where certification was not
provided, material was classified as non-sustainably sourced.
3. Determination of secondary materials
To determine the share of secondary (recycled) materials, we first
identified the share of steel and the share of cardboard within the
overall product composition, as these are the only material catego-
ries for which supplier information on recycled content is available.
The material shares were derived from product categories with
detailed composition data obtained through Design for Circularity
analyses and Life Cycle Assessments, and these shares were then
combined with verified supplier declarations on recycled content for
steel and packaging. This enabled us to quantify the corresponding
portion of secondary materials for those product groups where both
composition data and supplier information existed. For all remaining
materials, where suppliers did not provide recycled content dec-
larations, the materials were conservatively classified as virgin (0%
recycled content).
Electrolux Professional Group does not generate any internal
resource inflows from reused or recycled materials. No production
scrap, components, or materials are reintroduced into the manufac-
turing process as an internal input. Therefore, no double counting
between reused and recycled categories can occur.
E5-5 Resource outflows
Electrolux Professional Group classifies key products designed
along circular-economy principles using criteria that are grounded
in measured data wherever available. Modularity and disassembly
are assessed through studies performed on reference products to
understand component accessibility and dismantling pathways, with
improvement guidance developed and results based entirely on
measured data. Durability and lifetime performance are evaluated
through lifetime testing, stress testing, estimated operational years,
and component mean-time-between-failure, while recyclability is
informed through collaboration with service providers who manage
end-of-life treatment of our products. These data reflect both mea-
sured outcomes and estimated values depending on the country
in which the waste treatment occurs. Repairability for reference
products is directly measured by an independent third party, and for
other products repairability outcomes are extrapolated from these
verified studies. Products are also classified as circular when they
participate in take-back, refurbishment, or product-as-a-service
models, with assessments based on operational data generated
through active pilots. In addition, certain products are considered
as circular when they enable reuse in the customer-use phase, with
performance determined using customer-specific use-case assump-
tions, such as the number of reusable cups processed per day.
Waste summary
Waste generated and treated is measured through a standard-
ized operational process in which all waste streams are collected,
weighed, and recorded. Each waste fraction is tracked from its point
of generation to final treatment, ensuring that reported quantities
reflect actual measured mass and verified treatment routes, includ-
ing recycling, waste-to-energy, and residual disposal.
P. 116 Sustainability Statement - EU taxonomy reportElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
This EU Taxonomy report refers to the applicable rules from the
Commission Delegated Regulation (EU) 2026/73 of 4 July 2025,
amending Delegated Regulation (EU) 2021/2178 (Disclosures
Delegated Act). Electrolux Professional Group has assessed its eco-
nomic activities against the taxonomy to determine which are eli-
gible and aligned under the Climate and Environmental Delegated
Regulations, (EU) 2021/2139 (Climate Delegated Act and (EU) 2023/
2486 (Environmental Delegated Act). The EU Taxonomy helps direct
investments to economic activities that enable the transition, consis-
tent with the environmental objectives of the European Union (EU).
The Group has assessed the materiality of its economic activities
in line with the EU Taxonomy Regulation. This assessment is part of
our broader ESRS 1 and ESRS 2 materiality process. We reviewed
our business model, value chain, and activities to identify those that
fall within the scope of the EU Taxonomy and to understand their
scale and relevance to the Group.
In accordance with the amended EU Taxonomy rules, economic
activities that in total account for less than 10% of turnover, CapEx,
or OpEx are treated as non-material for the respective KPI and are
therefore not subject to detailed eligibility or alignment assessment.
For activities above this threshold, we assess eligibility and poten-
tial alignment by determining whether the activity is covered by
the Taxonomy, whether the technical screening criteria apply, and
whether the activity contributes to or risks harming the environmen-
tal objectives.
This Taxonomy specific assessment is consistent with our ESRS
double-materiality approach and informs the activities to be includ-
ed in our reported Taxonomy KPIs. A summary of these consider-
ations is included in the “Assessment of Eligibility” section.
This year we have worked extensively to assess the alignment
of our taxonomy-eligible activities and key performance indicators
with the Taxonomy’s environmental technical screening criteria.
The Group, and indeed our entire industry, has a clear opportu-
nity to make a substantial contribution to the circular economy.
Reporting in accordance with
the EU Taxonomy Regulation
ASSESSMENT OF ELIGIBILITY
Based on the applicability assessment performed in 2024, Electrolux
Professional is currently translating EU taxonomy criteria into a clear
alignment framework, revealing a strong commitment to full align-
ment — especially with circular economy principles. Many of these
practices are embedded in our company DNA and B2B model, such
as preventing pollution, offering repairable solutions, effective main-
tenance, and end-of-life value recovery.
Our eligibility assessment confirmed the relevance of the eco-
nomic activity list established last year, identifying five activities ap-
plicable across all three indicators: turnover, CAPEX, and OPEX.
CE 1.2 - Manufacture of electrical and electronic equipment
Electrolux Professional Group’s core business is the manufacturing
of electrical and electronic equipment for professional food service,
beverages, and laundry.
CE 5.5 - Product-as-a-service, other circular use,
and result-oriented service models
Electrolux Professional Group offers rental services for some of our
products. We are responsible for production, leasing, maintenance,
and environmentally responsible disposal of the products we develop.
CE 5.2 - Sale of spare parts
Electrolux Professional Group sells spare parts for the appliances it
sells in the market.
CCM 7.7 - Acquisition and ownership of buildings (only CAPEX)
The economic activity relates to the Group's ongoing investments in
buildings, for example renovations and implementation of the de-
carbonization plan.
CCM 6.5 - Transport by motorbikes, passenger cars, and light
commercial vehicle (only CAPEX)
The economic activity relates to our use of various categories of
vehicles deployed in our operations including forklifts, as well as in
the services-related activities such as installation and maintenance
of products sold by Electrolux Professional.
ACCOUNTING POLICIES
Article 8 of the EU Taxonomy Regulation (the taxonomy) defines
turnover, capital expenditure, and operational expenditure as
described below. The CAPEX and OPEX definitions differ to those
in Electrolux Professional Group’s financial reporting. The com-
pany’s financial statements are prepared in accordance with the
International Financial Reporting Standards (IFRS) as issued by the
International Accounting Standards Board (IASB) and endorsed by
the EU. The basis of the preparation of our financial statements is
explained in Note 1 to the consolidated financial statements.
Turnover
Turnover is defined as net sales as disclosed in the Consolidated
statement of total comprehensive income. See page 142.
Capital expenditure
Capital expenditures are for additions to tangible, intangibles, and
right-of-use assets during the year including additions from busi-
ness combinations. Acquired goodwill is not included. See Notes
8, 12, and 13. Capital expenditure for our eligible activities in 2025
includes certain capitalized assets, as found on the balance sheet,
related to the activities assessed as eligible.
Operational expenditure
Operational expenditure includes direct non-capitalized costs relat-
ed to R&D costs, costs for renovating buildings and offices, short-
term lease costs, and costs for maintaining or repairing buildings/
offices/production equipment/forklifts/warehouse equipment.
Eligible turnover, capital expenditure, and operational expenditure
Turnover, capital expenditure, and operational expenditure that
is consistent with the above definition and is associated with el-
igible activities constitutes the basis for calculating the share of
eligible turnover, capital expenditure, and operational expenditure.
Amounts recorded against product codes and/or legal entities
related to eligible activities have been used as the basis for calcu-
lating amounts of eligible turnover, capital expenditure, and opera-
tional expenditure. A reconciliation of amounts has been performed
to avoid any double counting.
Our alignment assessment
To strengthen transparency, we are formalizing evidence of our
product development processes, linking them to circular economy
principles. We focused on three key areas to demonstrate alignment
and drive improvement:
1. Circular economy: Enhanced visibility of internal practices —
spare parts, product design, and customer information — now sys-
tematically documented and promoted across the organization.
2. Pollution & product composition: In 2024, we updated our
Restricted Materials List (RML) to include substances flagged by the
taxonomy. We also launched supply chain mapping to ensure ac-
countability and anticipate future regulations.
3. Integrated environmental management: We are progressively
embedding climate, pollution, water, and circularity impacts and
risks into our integrated environmental and health and safety man-
agement systems in operations. This activity is strengthening our
alignment across several eligible activities.
These activities are supported by centralized digital tools and
platforms, which enhance traceability and inform decision-making.
By involving internal stakeholders throughout the process, we are fos-
tering the sustainable integration of sustainability into our operations.
Each initiative follows a structured rollout:
> Pilot projects at production sites or with suppliers
> Assessment and scaling up based on maturity
> Company-wide implementation aligned with our sustainability
governance
Our goal is to empower customers with sustainable solutions that
integrate into their own roadmaps — building resilience through
collaboration. We are prioritizing alignment in newly launched and
in-development products and solutions.
EU Taxonomy report
P. 117 Sustainability Statement - EU taxonomy reportElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Technical
Screening
Criteria
Environmen-
tal Objective
Electrolux Professional’s interpretation
of the criteria Assessment of Electrolux Professional Group’s alignment
Alignment
status
Substantial
Contribution
Transition to
a circular
economy
Alignment on Eco-label criteria where applicable, or
eight sub-criteria based on circular design principles.
Electrolux Professional Group demonstrates alignment with EU Eco-label criteria where applicable, as well
as several of the key principles of circular design, including designing products for long lifetimes, repair
and guarantee, and reuse and remanufacturing. We also provide customers with information on the en-
vironmental benefits of our products and comply with the WEEE Directive 2012/19/EU. We have identified
key actions to increase alignment with other key circular design principles (refer to the pollution section).
Partial
Do No
Significant
Harm
Climate
change
mitigation
Products with refrigerants comply with GWP perfor-
mance as set out in Regulation (EU) No 517/2014.
Products do not contain Sulfur hexafluoride (SF6), and
where applicable, products do not score lower than
the third significantly populated class of energy effi-
ciency, in accordance with Regulation (EU) 2017/1369.
None of the products manufactured by Electrolux Professional Group have sulphur hexafluoride (SF6). A
significant part of our products use refrigerants with GWPs lower than 150, and we are conducting feasibil-
ity studies to upgrade remaining products with GWPs higher than 150. An assessment of the energy class
of products in accordance with Directive (EU) 2017/1369 was carried out this year. Products falling within
the scope of this regulation have been clearly identified and labelled.
Partial
Climate
change
adaptation
Screening of physical climate risks.
Where the activity is assessed as being at risk,
a climate scenario analysis should be performed.
Assessment of adaptation solutions that can reduce
the identified physical climate risk.
In accordance with the TCFD guidance, a climate-related risk and opportunity assessment was performed
in 2022. The results were presented in the 2023 Annual and Sustainability Report. Asian sites are more
susceptible to physical risks. The integration of climate risks and impacts related to the activities of our
production sites is underway. It includes analysis by site, training QHSE engineers on the topic of climate
change adaptation, including aspects related to impacts on nature, sharing best practices, and standard-
ising the approach to ensure the effectiveness of the preparedness plan. These activities were initiated in
2025 and will continue, with priority given to the most exposed sites and suppliers.
Partial
Sustainable
use and
protection
of water
and marine
resources
The environmental degradation risks related to
preserving water quality and avoiding water stress
have to be identified and addressed with the aim of
achieving a good water status and good ecological
assessment.
A TNFD (Taskforce on Nature-related Financial Disclosures) assessment was carried out covering 13
production sites. The results confirm that Electrolux Professional Group has a low impact on water at the
different production sites due to the nature of the company's activity.
Identification of production sites in areas of high-water stress is being done by combining two assessment
tools: Aqueduct Water Risk Atlas and the WWF Water Risk Filter. The results will be reported and analyzed
in accordance with the requirements of ESRS E3, CSRD. Local action plans will be established over the
coming years. A target to reduce annual water consumption in high-water-stress areas by %% has been
introduced and is currently being monitored.
Partial
Pollution
prevention
and control
The company’s interpretation of this criteria is that for
all the substances explicitly specified in APPENDIX C
of the Annex, it is forbidden for the Group to manufac-
ture or place the substances on the market, in order to
meet the requirements of the criterion.
All components and materials used are compliant with the RoHS Directive (Restriction of Hazardous
Substances). This means they do not contain any toxic substance prohibited under, or, if permissible, do
not exceed certain levels set out in, the RoHS Directive (2011/65/ EU). We also meet the requirements of
WEEE, the Waste Electrical and Electronic Equipment Directive (2012/19/EU). As most of our products are
designed for easy disassembly, conform with restrictions on hazardous and toxic materials, and mainly
contain recyclable materials, many materials within our products (generally between 85–95%) can be re-
covered and used in new material loops. We are working to increase transparency and alignment on the
non-presence of restricted materials that we publish under the Restricted material list available to all our
suppliers. Candidate list substances and PFAS are included in the assessment and covered in the action
plan.
Partial
Protection
and resto-
ration of bio-
diversity and
ecosystem
An Environmental Impact Assessment (EIA) or screen-
ing 195 has been completed in accordance with Direc-
tive 2011/92/EU.
Our interpretation of the criteria regarding Directive 2011/92/EU on the assessment of the effects of certain
public and private projects on the environment, is that it does not apply to us since the criteria require an
EIA (Environmental Impact Assessment) according to the EIA Directive. This Directive does not apply to
our industry. Through our environmental management system, we minimize our operational impact on the
environment by continuously identifying and mitigating environmental risks.
The TNFD assessment shows that none of the 13 manufacturing sites are located in a Key Biodiversity
Area. The European Environmental Agency and the World Database on Protected areas have been used
to conduct the assessment.
Yes
P. 118 Sustainability Statement - EU taxonomy reportElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Summary
Financial year 2025 Breakdown by environmental objectives of Taxonomy-aligned activities
KPI
Total
(SEKm)
Proportion of
Taxonomy-
eligible activities
(%)
Taxonomy
-aligned activ-
ities
(SEKm)
Proportion of
Taxonomy-
aligned activities
(%)
Climate
change
mitigation
(%)
Climate
change
adaptation
(%)
Water
(%)
Circular
economy
(%)
Pollution
(%)
Biodiversity
(%)
Proportion
of enabling
activities
(%)
Proportion of
transitional
activities
(%)
Not assessed
activities considered
non-material*
(%)
Taxonomy-aligned
activities in previous
financial year (N-1)
(SEKm)
Turnover 12,169 88% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0
CapEx 460 98% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0
OpEx 651 100% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0
Proportion of turnover from products or services associated with Taxonomy-eligible
or Taxonomy-aligned economic activities – disclosure covering year 2025 (activity breakdown)
Reported KPI (Turnover)
Financial year 2025
Environmental objective of Taxonomy-aligned activities
Economic Activities Code
Taxonomy-eligible KPI
(Proportion of
Taxonomy-eligible
Turnover) (%)
Taxonomy-aligned
KPI
(monetary value of
Turnover) (SEKm)
Taxonomy-aligned
KPI (Proportion of
Taxonomy aligned
Turnover) (%)
Climate
change
mitigation
(%)
Climate
change
adaptation
(%)
Water
(%)
Circular
economy
(%)
Pollution
(%)
Biodiversity
(%)
Enabling
activity
Transitional
activity
Proportion of
Taxonomy-aligned in
Taxonomy-eligible (%)
Manufacture of electrical
and electronic equipment CE 1.2 70% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Product-as-a-service and
other circular use- and
result-oriented service
models CE 5.5 2% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Sale of spare parts CE 5.2 16% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Sum of alignment per objective
Total KPI (Turnover) 88% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
* Electrolux Professional Group has assessed the Taxonomy eligibility of all its economic activities. Activities identified as non-eligible are still evaluated. As a result, the Group does not disclose any non-assessed activities as non-material, since all
activities have been subject to eligibility assessment.
Technical
Screening
Criteria
Environmen-
tal Objective
Electrolux Professional’s interpretation
of the criteria Assessment of Electrolux Professional Group’s alignment
Alignment
status
Minimum Safeguards
The minimum safeguard refers to the OECD Guidelines
for Multinational Enterprises, the UN Guiding Principles
on Business and Human Rights, and the principles
and rights set out in the eight fundamental conven-
tions identified in the Declaration of the International
Labour Organization on Fundamental Principles and
Rights at Work and the International Bill of Human
Rights.
Electrolux Professional Group has embedded responsible business conduct into its policies and manage-
ment systems (UNGPs and OECD responsible business conduct due diligence). The company performed
human rights due diligence to identify and assess actual or potential adverse impacts on its operations,
and supply chain. It identified the potential salient human rights issues in its upstream value chain. The hu-
man rights’ due diligence work is presented on page 121, our approach to human rights due diligence, and
the actions taken to avoid and address adverse impacts. In 2025, we continued the ESG self-assessment
questionnaire campaign, expanding its scope to a total of 61 suppliers. The questionnaire incorporates the
HRDD KPIs developed as part of the Salient Human Rights Impact Assessment conducted in 2024. A clear
governance process has been established to ensure compliance with the Company’s highest standards,
as defined in the Electrolux Professional Code of Conduct
Partial
Electrolux Professional Group reports 0% alignment with EU-Taxonomy for 2024. A conclusion to the company’s strategy regarding alignment and key actions to be priorities, is planned to be an internal outcome in 2025.
P. 119 Sustainability Statement - EU taxonomy reportElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Proportion of OpEx from products or services associated with Taxonomy-eligible
or Taxonomy-aligned economic activities – disclosure covering year (N) (activity breakdown)
Reported KPI (OpEx)
Financial year 2025
Environmental objective of Taxonomy-aligned activities
Economic Activities Code
Taxonomy-eligible KPI
(Proportion of Taxono-
my-eligible OpEx) (%)
Taxonomy-aligned
KPI
(monetary value of
OpEx) (SEKm)
Taxonomy-aligned
KPI (Proportion of
Taxonomy-aligned
OpEx) (%)
Climate
change
mitigation
(%)
Climate
change
adaptation
(%)
Water
(%)
Circular
economy
(%)
Pollution
(%)
Biodiversity
(%)
Enabling
activity
Transitional
activity
Proportion of
Taxonomy-aligned in
Taxonomy-eligible (%)
Manufacture of electrical
and electronic equipment CE 1.2 100% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Product-as-a-service and
other circular use- and
result-oriented service
models CE 5.5 0% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Sum of alignment per objective 0% 0% 0% 0% 0% 0%
Total KPI (OpEx) 100% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Proportion of CapEx from products or services associated with Taxonomy-eligible
or Taxonomy-aligned economic activities – disclosure covering year 2025 (activity breakdown)
Reported KPI (CapEx)
Financial year 2025
Environmental objective of Taxonomy aligned activities
Economic Activities Code
Taxonomy-eligible
KPI (Proportion of
Taxonomy-eligible
CapEx) (%)
Taxonomy-aligned
KPI
(monetary value of
CapEx) (SEKm)
Taxonomy-aligned
KPI (Proportion of
Taxonomy-aligned
CapEx) (%)
Climate
change
mitigation
(%)
Climate
change
adaptation
(%)
Water
(%)
Circular
economy
(%)
Pollution
(%)
Biodiversity
(%)
Enabling
activity
Transitional
activity
Proportion of
Taxonomy-aligned in
Taxonomy-eligible (%)
Manufacture of electrical
and electronic equipment CE 1.2 75% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Product-as-a-service and
other circular use- and
result-oriented service
models CE 5.5 1% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Acquisition and ownership
of buildings CCM 7.7 11% 0 0% 0% 0% 0% 0% 0% 0% – – 0%
Transport by motorbikes,
passenger cars and light
commercial vehicles CCM 6.5 11% 0 0% 0% 0% 0% 0% 0% 0% – T 0%
Sum of alignment per objective
Total KPI (CapEx) 98% 0 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
P. 120 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
S Social information
People are central to our success and sustainability
journey. We strive to create a safe, inclusive, and
engaging workplace where all employees can thrive.
This section highlights our efforts to improve health
and safety, foster diversity and inclusion, and uphold
human rights both within our operations and through-
out our value chain. We are dedicated to supporting
our employees’ development, ensuring fair working
conditions, and making a positive impact in the com-
munities where we operate.
S1 Own workforce 121
S2 Workers in the value chain 130
S3 Affected communities 133
Maintained a low
Lost Time Injury Rate (LTIR)
in 2025, reflecting strong
health and safety
performance.
72%
employee satisfaction
in the Employee
Engagement Survey,
with 91% participation.
Continued focus on
diversity and inclusion,
with
27%
women in managerial
positions.
Stronger supplier
dialogue
for better health,
safety, and labor
conditions.
P. 121 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
IMPACT RISK AND OPPORTUNITY
MANGEMENT
S1-1 Policies related to Own workforce
The following principles, commitments, and policies apply to all em-
ployees within the Electrolux Professional Group's own workforce. In
setting these policies, the Group takes into account the interests and
expectations of its employees and their representatives, including
through established information, consultation, and social dialogue
mechanisms.
The policies are communicated internally and made accessible
to employees and relevant internal stakeholders through the ap-
propriate corporate channels, to support awareness and effective
implementation.
Human rights commitments
Electrolux Professional Group’s commitment to human rights forms
the foundation of our approach to managing social impacts, risks,
and opportunities across our operations and value chain. As a sig-
natory to the UN Global Compact, we uphold its ten principles cov-
ering human rights, labor, the environment, and anti-corruption. Our
governance and operating practices are guided by the UN Guiding
Principles on Business and Human Rights, the OECD Guidelines for
Multinational Enterprises and the ILO Core Labour Standards, which
collectively underpin our efforts to identify, prevent, and remediate
negative impacts on people.
Group Statement on Slavery and Human Trafficking
These commitments are reinforced and operationalized through
our Group Statement on Slavery and Human Trafficking (2024),
which outlines our zero-tolerance stance on modern slavery, forced
labor, servitude, debt bondage, trafficking in human beings, and
child labor. The Statement applies to all Electrolux Professional
Group entities globally and extends to suppliers through the Group’s
Due Diligence framework. It describes our governance structure,
senior-level accountability, risk assessment processes, and ex-
pectations for compliance with relevant legislation such as the UK
Modern Slavery Act and comparable national laws.
The Statement also explains how we consider the interests of
employees, temporary workers, contractors, suppliers, and affected
stakeholders when assessing risks and designing controls. It is com-
municated through our public website, Code of Conduct training,
and supplier onboarding and engagement processes. Together with
the Code of Conduct, the Workplace Directive and People Policy,
the Modern Slavery Statement demonstrates how the Group pro-
tects workforce rights, ensures transparency, and drives continuous
improvement in labor conditions across operations and the supply
chain.
Code of Conduct
The Code of Conduct is a foundational document that sets clear ex-
pectations for ethical behavior, integrity, and compliance with laws
and regulations across Electrolux Professional Group. It addresses
social impacts, risks, and opportunities by establishing standards for
respect, fairness, and accountability in all interactions.
The Code explicitly prohibits discrimination, harassment, child
and forced labor, and any form of retaliation, thereby supporting
a safe, inclusive, and equitable workplace. It reinforces the Group’s
commitment to human rights, freedom of association, and fair treat-
ment, and requires all employees to report potential violations or
concerns.
The Code requires employees to report concerns in good
faith through established grievance channels that are covered by
a strict non-retaliation policy. The Code is approved by Group
Management, communicated through multiple channels, integrated
into mandatory training and forms the basis for all other workforce
policies. Find our about the E1-2 Policies related to Climate change
on page 97 for more information on the Group Environmental Policy
and the Group Workplace Directive covering environmental man-
agement.
Group People Policy
The Group People Policy establishes the overarching framework for
how we treat employees across all geographies and employment
categories, including temporary workers, contractors, interns and
trainees. It defines expectations on dignity and respect, diversity
and inclusion, equal employment opportunity, safe and healthy
workplaces, fair people processes, and development opportunities.
The policy aims to create a respectful, inclusive, and sustainable
work environment where employees can perform, grow, and con-
tribute to the long-term success of the company.
Further, the policy reinforces the Group’s human rights com-
mitments and aligns with the Code of Conduct and Workplace
Directive, which detail requirements related to non-discrimination,
harassment prevention, workplace safety, and labor rights. It sup-
ports the elimination of discrimination by mandating equal treat-
ment, merit-based employment decisions, and zero tolerance for
harassment, while promoting employee wellbeing, engagement,
and development. Although detailed remedy mechanisms are pro-
vided through the Workplace Directive and Code of Conduct, the
People Policy requires concerns to be addressed through estab-
lished HR and management channels.
Accountability for governance lies with the CHRO as Functional
Policy Owner and the Group Industrial Relations as Policy Holder,
while all managers are responsible for implementing and safe-
guarding the policy within their teams. It is communicated through
S1 Own workforce
Impacts, risks and opportunities related to Own workforce Value chain location
Risk: Freedom of association and human rights risk
Time horizon:
Own operations
Actual negative impact: Diversity and Inclusion challenges
Time horizon:
Own operations
Risk: Pay gap risk
Time horizon:
Own operations
Opportunity: Promote employee wellbeing and employment opportunities via good working conditions
Time horizon:
Own operations
Opportunity: Competence development and training opportunities
Time horizon:
Own operations
Short term Medium term Long term
P. 122 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
the Group policy framework, integrated into HR processes and local
procedures, and supported by related directives on recruitment,
compensation, performance, and smart working.
The policy contributes to social sustainability and regulatory
compliance by upholding international labor standards, promoting
equal opportunities, and supporting safe and healthy workplaces.
While specific operational requirements, such as occupational safety
procedures, anti-harassment actions, workplace adjustments, and
supplier-related human rights protections, are set out in comple-
mentary directives, the People Policy provides the strategic frame-
work for managing people-related risks and ensuring consistent
treatment of employees across the Group.
In setting the policy, Electrolux Professional Group considers
the interests of key stakeholders, including employees and work-
ers’ representatives, through formal social-dialogue structures,
Board-level employee representation, and insights from the annual
employee-engagement survey. These perspectives inform priorities
on health and safety, diversity, well-being and working conditions.
The policy is communicated internally to employees and managers
responsible for implementation.
Group Workplace Directive
The Group Workplace Directive sets the minimum standards for
working conditions across all Electrolux Professional operations. It
establishes requirements on working hours, compensation, freedom
of association and collective bargaining, occupational health and
safety, and non-discrimination. The Directive explicitly prohibits child
labor, forced or involuntary labor, trafficked labor, and all forms of
harassment or abuse, and ensures equal treatment in recruitment,
employment conditions, and workplace behavior. Discrimination
based on gender, age, religion, race, social background, disability,
pregnancy, ethnic or national origin, union membership, political
affiliation, or sexual orientation is not permitted.
The Directive operationalizes the commitments set out in the
Electrolux Professional Code of Conduct, aligned with international
human rights and labor standards. It requires regular risk assess-
ments, mandatory training on health and safety, non-discrimination
and harassment prevention, and the provision of reasonable ac-
commodation for workers with disabilities. Workers have access to
confidential, including anonymous, reporting channels, supported
by grievance and disciplinary procedures, with a strict non-retal-
iation principle and measures to provide or enable remedy. Read
more on the E1-Policies related to climate change for MDR-P.
Group Recruitment Directive
The Group Recruitment Directive ensures a transparent and inclusive
recruitment process, with a focus on equal opportunity and internal
mobility. By embedding diversity and inclusion in recruitment prac-
tices and requiring fair job posting and candidate feedback, the
directive addresses discrimination and inclusion challenges, and
supports the mitigation of pay gaps and career development risks.
Group Compensation Directive
The Group Compensation Directive defines the principles for fair,
equitable, and market-aligned compensation for all Electrolux
Professional employees worldwide. It ensures that pay is based on
performance, role scope, and market benchmarks, and prohibits
unjustified differences linked to gender, ethnicity, or other non work
related factors, thereby supporting the Group’s commitments to
equal pay and non discrimination.
The directive applies to all employment categories unless other-
wise dictated by local law or collective agreements. Governance
is led by the CHRO and the Director Group Total Rewards, while
people leaders and HR partners are responsible for consistent
implementation through annual salary reviews, promotion-related
adjustments, and application of salary ranges. Compensation deci-
sions must follow clear, transparent processes supported by external
market data and HR guidance.
Although broader human rights, grievance mechanisms and
diversity requirements are addressed in the People Policy and
Workplace Directive, the Compensation Directive provides the core
framework for monitoring and correcting pay disparities and ensuring
compliant, well-governed reward practices across the Group.
Group Smart Working Directive
The Group Smart Working Directive defines the principles for remote
and flexible work at Electrolux Professional, setting expectations
for eligibility, performance, communication, confidentiality and
maintaining a safe work environment when working outside com-
pany premises. Its purpose is to support employee wellbeing and
work–life balance while ensuring business continuity, productivity
and compliance with applicable labor, health and safety, and data
protection requirements.
The directive applies to employees eligible for smart working
based on role and local conditions. Governance is led by Group HR
and functional owners, with people leaders responsible for agreeing
and managing individual smart working arrangements in line with
business needs. The directive aligns with the Group People Policy
and Workplace Directive, which provide the broader commitments
on human rights, non-discrimination, safe working conditions, and
grievance mechanisms.
Group Pension and Other Benefits Directive
The Group Pension and Other Benefits Directive governs the design,
approval, and periodic review of pension, disability, death, and
medical benefit plans across all Electrolux Professional entities. Its
purpose is to ensure that benefit offerings are competitive, compliant
with local legislation and collective agreements, and responsibly
governed to safeguard both employee wellbeing and the Group’s
financial exposure.
Governance responsibilities lie with the CHRO and the Director
Group Total Rewards, supported by the Group Finance Governance
Board and local HR. The directive requires regular market compar-
isons and structured plan reviews, including consideration of the
treatment of disabled employees in insurance procurement, thereby
addressing key MDR-P expectations for fair and responsible benefit
management.
While not a broad human rights or anti-discrimination policy, the
directive complements the People Policy and Workplace Directive
by ensuring transparent, well-governed benefit provision and clear
communication through HR country managers and local manage-
ment. It supports economic security and decent working conditions
but relies on other Group policies for grievance channels, equal
treatment provisions, and wider labor-rights commitments.
S1-2 Processes for engaging with workforces
Electrolux Professional Group actively engages with our workforce
and employee representatives through structured processes. We
engage in collective bargaining and structured social dialogue, in-
cluding through the Group's European Works Council (EWC) agree-
ment. Regular HR assessments and collaboration with employee
representatives provide valuable insights into workforce perspec-
tives and reinforce our commitment to human rights across oper-
ations. We engage with vulnerable and marginalized employees
through inclusive hiring, adapted workstations, and psychological
support, where applicable. Workforce data and stakeholder dia-
logue help identify gaps and guide improvements.
We engage our workforce through annual employee surveys,
development talks, and structured stakeholder dialogue. Feedback
from these channels is used to shape decisions, manage workforce
impacts, and inform action plans, HR system improvements, equi-
ty initiatives, and targeted training for people leaders. In Europe,
this includes formal collaboration via the European Works Council
(EWC) agreement and local works councils, which are active in spe-
cific countries where legally established.
Human Resources is responsible for engaging with the work-
force. The CHRO is accountable for ensuring these engagement
activities take place and that their outcomes are reflected in the
Group’s strategic and operational decisions.
HR is responsible for designing and managing the Employee
Engagement Survey (EES), development processes, dialogue mech-
anisms, and other feedback channels. HR consolidates results,
supports managers in follow-up actions, and ensures that insights
from engagement activities are incorporated into Group-level deci-
sion-making and sustainability reporting.
People development
All employees take part in regular development activities together
with their manager, supported by the ‘Development Talks’ digital
portal, which helps guide their development journey and facilitates
structured feedback This process applies to 100% of non-production
employees and, in some countries, also includes production work-
ers. Key people-development initiatives prioritized in 2025 include:
programs such as the ‘Leaders at Electrolux Professional Group’
program, Unconscious Bias workshops, and other leadership courses
organized locally. The initiatives aim to support leaders in adapting
to new ways of working, thereby mitigating negative impacts.
P. 123 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
The Global employee-driven learning process, new learning
management system, and Gig Opportunity Program, are designed
and implemented to make learning and development more acces-
sible to everyone.
Employee Engagement Survey (EES)
The Annual Employee Engagement Survey (EES) monitors the
workplace climate across the entire organization. This survey, which
covers the entire Group population, measures various KPIs including
employee satisfaction and the high-performance organization index.
The EES provides comprehensive feedback to leaders, helping iden-
tify areas for improvement and fostering better leadership practices.
All teams are encouraged to hold EES workshops to discuss the
results, identify improvement areas, and define action plans. Along
with other data sources, the survey helps assess potential negative
impacts on our workforce, guiding responsive actions. It provides in-
dicative information on harassment, leading to prompt and effective
action to address and mitigate such issues.
Based on insights from the EES and other tools, we develop
targeted actions to ensure appropriate corrective and preventive
measures are taken at the correct organizational level. The EES
framework helps implement actions and monitor their effectiveness,
complemented by other reporting mechanisms to ensure account-
ability and transparency.
Resource allocation for engagement
Employee engagement is supported through dedicated human
and financial resources allocated at both Group and local levels.
This includes centrally funded resources for the annual Employee
Engagement Survey, analysis and follow-up actions, as well as
dedicated HR and people leader time for team-level engagement
activities, dialogue sessions, and implementation of action plans.
In addition to existing HR and people leader resources, the Group
strengthened its employee engagement capabilities with the ap-
pointment of a Vice President Culture & Development, effective
August 2025. This role provides dedicated senior leadership for em-
ployee engagement, culture, development, and follow-up actions
arising from engagement activities, supported by central and local
HR resources and related budget allocations.
S1-3 Process to remediate negative impacts and
channels for own workforce to raise concerns
We have established clear channels for employees to raise
concerns or report potential violations of the Code of Conduct.
Employees can discuss issues with their immediate manager or
escalate the matter to another manager, HR, Legal, Internal Audit,
a relevant Policy Holder, Local, Unit, or Group Management.
Alternatively, employees can report their concerns anonymously
through EthicsPoint, a secure third-party hotline platform.
The EthicsPoint platform provides a confidential way for em-
ployees to report potential violations or ethical misconduct when
they are uncomfortable using regular channels. Reports can be
submitted at any time and from any location through an online form
hosted by an independent third-party provider, and each submis-
sion is reviewed to assess whether the impacts are material. When
negative impacts on our own workforce are identified, Electrolux
Professional Group conducts remediation through case investi-
gation, root-cause analysis, and the implementation of corrective
and preventive actions, with oversight from HR and management.
Follow-up monitoring is performed to ensure that the remedy has
been appropriately implemented. Read more on our whistleblowing
platform in the Business conduct section on page 136.
S1-4 – Taking action on material impacts on own
workforce, and approaches to mitigating material risks
and pursuing material opportunities related to own
workforce, and effectiveness of those actions
Process for identifying and acting on negative workforce impacts
Electrolux Professional Group identifies and responds to actual and
potential negative impacts on its workforce through a structured
process centered around the annual Employee Engagement Survey
(EES), complemented by continuous monitoring tools, grievance
channels, dialogue with labor unions, and local management feed-
back. The EES functions as a key mechanism for capturing employee
experiences, emerging concerns, and cultural or operational risks
across our sites.
Insights from the EES and other engagement channels inform
our assessment of the severity and likelihood of potential negative
impacts, enabling us to understand root causes and determine
appropriate, proportionate actions. HR, people leaders and local
leadership teams jointly develop corrective and preventive mea-
sures, such as targeted interventions, leadership actions, workplace
adjustments, or improvements to people processes, to address
identified issues.
Follow-up is embedded in the process. The EES provides a struc-
tured framework for tracking progress, evaluating the effectiveness
of actions, and ensuring accountability at all organizational levels.
These findings are integrated into ongoing people-management
routines and reported through internal governance and sustain-
ability reporting channels, ensuring transparency and continuous
improvement in how we protect and support our workforce.
EES operates on an annual cycle, starting in October and end-
ing in September, with actions planned and monitored continuously
during the intervening year. The expected outcomes include contin-
uous improvement in the High Performance Index, progress in pri-
ority areas identified each year (e.g., renewal, cross-collaboration,
and people development from EES 2025), and moving closer to or
surpassing external benchmarks of top-performing companies (top
25 percentile). This contributes directly to our policy objectives to
foster engagement, wellbeing, and inclusive leadership. During the
reporting year, the employee participation rate was 91%, with satis-
faction rising from 71% in 2024 to 72% in 2025.
Strengthening ethical conduct, labor rights,
and whistleblowing protection
We maintain open and transparent dialogue with employees and
their representatives and ensure that all workers have access to
confidential and anonymous reporting channels through EthicsPoint.
A strict non-retaliation policy protects whistleblowers, and all re-
ported cases are investigated with corrective measures implement-
ed promptly. Local compliance audits are conducted regularly, and
any identified breaches trigger remediation overseen by the Code
of Conduct Steering Committee. To prevent negative impacts relat-
ed to restricted unionisation or limitations to collective bargaining,
we integrate labor-rights indicators into global HR systems and pro-
vide targeted training for managers on human-rights responsibilities.
These mechanisms collectively strengthen our ability to identify risks
early and act on them effectively. Regular audits and case investi-
gations were conducted during the reporting year, and corrective
actions were implemented where necessary. These actions are on-
going and integral to daily operations.
Promoting inclusion, equal treatment
and a respectful workplace culture
We measure leadership behaviors through several leadership
Indices including the Inclusive Leadership Index in our Employee
Engagement Survey. We also measure observed or perceived dis-
crimination in the Employee Engagement Survey. Based on the out-
come we work proactively with behaviors in locations where such
observations have been made. We deliver e-learning on Diversity,
Equity and Inclusion, unconscious bias workshops, cultural com-
petency training, and specialized training for hiring managers and
recruiters on inclusive language.
Our actions to strengthen gender diversity and inclusion also
include more inclusive recruitment and communication practices.
When recruiting new employees, we aim to attract a diverse talent
pool, and we have therefore implemented gender-neutral job
advertisements to ensure that language and imagery do not per-
petuate stereotypes or bias. We also apply gender-balanced
communication practices internally and externally to ensure that
all voices are represented in our company messaging. In addition,
diversity is prioritized in our final candidate pool selection process,
where we actively seek candidates from under-represented groups,
not only in gender but also in race, ethnicity, age, ability, and back-
ground, to ensure a more inclusive and equitable hiring process
across the organization. We reinforce inclusion through initiatives
such as International Inclusion Day and local programs like the
Women’s Leadership Forum in the US and in Italy cooking work-
shops for people with disabilities.
To further mitigate risks, we are expanding unconscious bias
training to all people leaders globally and introducing structured
mentoring programs to accelerate female leadership development.
By taking all these actions, we aim to reduce discrimination risks
and strengthen a culture of inclusion across the organization. During
the reporting year our gender diversity increased from 28% to 29%
P. 124 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
for sites where we have implemented our actions. These actions are
ongoing, with annual EES cycles informing updates. Gender diversi-
ty continues to be monitored monthly, and local inclusion initiatives
have expanded. Unconscious-bias training is being scaled globally.
Ensuring fair pay, development opportunities
and internal mobility
To address pay gaps, we benchmark salary structures annually
against market data and ensure minimum levels exceed living wages
in all operating countries. We monitor economic conditions and in-
dustry standards to maintain fairness and competitiveness. The ag-
gregated gender pay gap increased from 12% in 2024 to 15% in the
reporting year. This indicates a widening disparity rather than prog-
ress, and the Group has therefore intensified its focus on monitoring
pay outcomes, strengthening analytical reviews, and identifying
targeted actions to address the underlying drivers of the gap.
To enhance skills development, we conduct structured Development
Talks for all employees, supported by a digital portal that enables
goal alignment, feedback, and discussion of challenges and priori-
ties. Participation in Development Talks decreased from 72% in 2024
to 57% in 2025, representing negative progress. In response, addi-
tional follow-up actions have been initiated,
Our Group Recruitment Directive stipulates that all vacant po-
sitions shall be posted internally to enable equal opportunities to
apply. We implement targeted programs such as "Sales Upskilling",
"Commercial Excellence", and AI upskilling. We are scaling AI adop-
tion training across all business areas and introducing career path-
ways for production employees to strengthen internal mobility.
Supporting employee wellbeing and work–life balance
To reduce risks related to workplace culture and wellbeing, we
offer flexible work arrangements for roles that can be performed
remotely, allowing employees to choose where they work for part of
their time we encourage the use of parental leave and holidays. All
employees are entitled to family-related leave, and we support dis-
connecting outside working hours. We embed wellbeing initiatives
in our Employee Engagement Survey and complement them with
local programs addressing ergonomics, stress management, mental
health and higher EES wellbeing scores. This is an ongoing activity
yearly EES evaluation.
Protecting health and safety through governance and prevention
systems
To mitigate health and safety risks, we operate a structured gover-
nance model supported by a dedicated Health and safety (H&S)
community that meets regularly with site managers to review per-
formance, share best practices, and align corrective actions. All
accidents undergo root-cause analysis followed by action plans,
and insights are shared across sites. Our largest plants are certified
to ISO 45001, and we are progressively extending certification.
The Production System audits improvement actions by highlighting
strengths and gaps across health and safety practices. We also
develop methodologies and predictive analytics to identify unsafe
conditions before incidents occur. Through this action, we reduced
the number of work-related lost-time injuries from 20 in the prior
year to 10 in the reporting year, reflecting improvement in incident
frequency and severity. This reduction indicates stronger imple-
mentation of preventive and corrective measures and supports our
long-term objective of an LTIR of 0.5 by 2030. We have a monthly
meeting for risk management and progress.
Building long-term capabilities and leadership excellence
We contribute to long-term employability and positive workforce
outcomes through strong investment in leadership and capability
development. Programs such as Leadership Boost, Sales Excellence,
and AI Upskilling strengthen management capability and future-ori-
ented skills. Sustainability competencies are integrated into our
learning curriculum to prepare employees for the transition to a
circular economy. Structured development programs, and targeted
leadership investments reduce risks linked to capability gaps, disen-
gagement, and uneven development opportunities while supporting
our strategic workforce needs. This action is ongoing, with multi-
year expansion in digital and sustainability skills.
Delivering positive impacts for our workforce
Beyond risk mitigation, we pursue initiatives aimed at creating
positive, lasting impacts for our workforce. These include global
employment opportunities, expanded internal mobility, and strong
leadership practices reflected in high leadership-trust scores in the
EES. By strengthening inclusion, wellbeing, capability, and leader-
ship quality, we enhance employee experience, reduce turnover
risks, and contribute to broader societal value.
Tracking effectiveness through monitoring, feedback,
and governance oversight
Effectiveness is tracked through the EES, which provides structured
follow-up mechanisms and requires action plans at team and
organizational levels. We monitor diversity and mobility metrics,
gender-balance targets, pay-equity outcomes, learning and devel-
opment participation, health-and-safety KPIs, and compliance indi-
cators. Progress is reviewed by senior management and integrated
into internal governance and sustainability reporting. This enables
continuous improvement and ensures transparency in how actions
support our commitments to human rights, labor rights, and respon-
sible workforce management.
Current and Future financial resources
Electrolux Professional Group currently allocates financial resources
for workforce-related action plans through existing operating
expenditures, and these are part of the day-to-day business. The
future resources are not set but will continue to be managed as part
of the day-to-day business.
S1-5 – Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
Employee Engagement Survey
The Employee Engagement Survey is Electrolux Professional Group’s
primary way of assessing and monitoring its progress in all areas
related to leadership, wellbeing, inclusion, discrimination, workload,
and development, allowing the company to identify and act on
negative impacts early. In this way, the EES directly supports the
management of material workforce impacts, risks, and opportunities
including psychosocial risks, leadership effectiveness, capability
gaps, and employee retention. We integrates the perspectives of
its own workforce and workers’ representatives into the process of
setting workforce-related targets through structured social-dialogue
mechanisms and employee-engagement processes. Employee
representatives from Swedish unions (PTK, LO, Unionen) sit on the
Board of Directors, ensuring employee perspectives are included in
strategic decision-making and oversight of workforce priorities.
Our goal is to improve and maintain performance above aver-
age, though not set numerical targets, benchmarking against the
top 25% of high performing companies. This approach ensures that
we consistently strive for excellence and align with best practices in
the industry. Since this aspiration is not a quantitative target, we do
not have time-bound outcomes, target-setting methodologies, or
measurable expected results associated with it.
Health and safety
Electrolux Professional Group has set time-bound absolute targets
related to the health and safety of our employees by measuring the
loss time injury rate. We have a long-term target of 0.5 LTIR by 2030
and a near-term target of 1 by 2026 for our operations. The targets
are set by the Sustainability Board based on performance analysis
and external benchmarking against competitors, including a review
of their published sustainability reports. The targets are informed by
site-level safety committees, ISO 45001 processes and local man-
agement reviews.
In 2025, we have achieved a 1.59 LTIR showing an improvement
trend initiated in 2020, with an overall 73.5% reduction compared
to the baseline. The improvement was made possible by the imple-
mentation of corrective measures. The accident analysis process
was further strengthened by enhancing the depth of root cause
analysis through the consolidation of analysis and reporting systems
and the definition of more effective corrective actions. At the same
time, preventive initiatives actively involved all organizational levels
in risk identification, including through the systematic observation of
near misses, unsafe acts, and potentially hazardous conditions. The
integration of these actions has contributed to reinforcing a corpo-
rate culture focused on prevention and continuous improvement of
health and safety performance, in line with the long-term objective
of zero incidents.
P. 125 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
0
1
2
3
4
5
6
7
2025202420232022202120202019
Lost Time Injury Rate
0.5 target
2030
* Before 2025, the LTIR had been calculated according to the 200,000 working
hours standard, 2025 onwards LTIR figures have been converted to the stan-
dard based on 1,000,000 working hours to align with ESRS.
Diversity & inclusion
We have a 2030 absolute target for greater gender balance of at
least 40% women in people leadership positions across the Group,
with a baseline of 2023. The target is set by the Board of Directors
and the Sustainability Board, and is based on benchmarking against
world-class manufacturing companies, where a 40% leadership rep-
resentation of women is considered industry best practice. Diversity
and inclusion targets draw on feedback from training programs,
leadership forums, and HR-led consultations. Our progress is evalu-
ated through HR dashboards, People Pro, recruitment analytics, and
inclusion indicators from the Employee Engagement Survey.
In 2025, we have achieved 27% for the female people leader
ratio including recent acquisitions, and approximately 29% when
acquisitions are excluded. We use the results to identify where prog-
ress is slower than expected and adjust our actions accordingly.
Insights from the annual review have led us to strengthen inclusive
recruitment practices and increase support for internal mobility and
leadership-pipeline development, helping ensure our actions better
support the target. This underscores the importance of accelerating
our efforts to ensure gender parity within our leadership. A stream-
lining and cost-saving program launched in September 2025, which
adjusted organizational structure and competencies across coun-
tries and changes related to acquisitions and integration activities
(e.g., TOSEI and Adventys in 2024), impacted comparability in lead-
ership-diversity and workforce KPIs
METRICS
S1-6 Characteristics of the company's employees
As per December 31, 2025, Electrolux Professional Group had 4,257
employees in 31 countries, including 14 production sites.
Methodology: Employee data is compiled based on individuals in a
direct employment relationship with the company and is reported as
headcount at the end of the reporting period, using information ex-
tracted from the Group HR system and validated by local HR man-
agers to ensure completeness and accuracy. All data in this section
is per December 31, 2025 and unless otherwise stated, employees
from acquired companies until that date, are included. Employee
numbers disclosed corresponds to the data presented in Note 26 of
the Consolidated Financial Statements.
S1-6: Employee headcount by gender
Gender Number of employees (headcount)
Male 2,895
Female 1,361
Other* 1
Total employees 4,257
* Gender not disclosed
S1-6: Employee headcount by country (for countries with ≥50
empl. representing ≥10% total empl.)
Country Number of employees (headcount)
France 427
Italy 1,105
Sweden 592
USA 584
Other 1,549
S1-6: Employees by contract type, broken down by region
Metric
Number of
employees
Number of
permanent
employees
Number of
temporary
employees
Number of
non-guaranteed
hours employees
Global 4,257 4,182 75 0
S1-6: Employees by contract type, broken down by region,
full-time and part-time
Metric
Number of full-time
employees
Number of part-time
employees
Global 4,061 196
P. 126 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
S1-6: Employees by contract type, broken down by gender
2025 Female Male Other
Not
disclosed Total
Number of employees 1,361 2,895 1 0 4,257
Number of permanent employees 1,340 2,842 0 0 4,182
Number of temporary employees 21 53 1 0 75
Number of non-guaranteed hours employees 0 0 0 0 0
Number of full-time employees 1,194 2,866 1 0 4,061
Number of part-time employees 167 29 0 0 196
S1-6: Employee turnover
Methodology: Employees who left the company includes all em-
ployees whose employment ended during the reporting year due to
voluntary resignation, dismissal, retirement, death in service, or expiry
of a fixed-term contract. Internal transfers and temporary absences
where the employment relationship continues are excluded.
Metric 2025 2024
Employee turnover rate, % 12.3 10.0
Employees who left the company during
the reporting period
526 419
In 2025, the employee turnover rate increased by 2.3% compared
with 2024. The rise is primarily due to the Leaner EPRO layoff pro-
gram implemented in Q4 2025, which resulted in a one-off increase
in involuntary exits and therefore a higher number of employees
leaving the company compared with the previous year.
S1-7 Characteristics of non-employee workers
in the company's own workforce
Methodology: Non-employees include apprentices, interns, PhD
students, contractors, consultants, and workers supplied through
third-party agencies (NACE N78). Apprentices are classified as
non-employees for consistency across countries.
Non-employee figures are reported as headcount at the end
of the reporting period. Significant fluctuations (e.g., seasonal or
project-based changes) are explained when relevant.
Electrolux Professional Group does not use estimates for
non-employee data; all figures derive from HR system records and
manager validation. Non-employee data is not validated by any
external body except the assurance provider.
S1-7: Non-employees
Metric 2025 2024
Number of non-employee workers 578 1,021
The non-employee workforce reduced by 443 workers. This sig-
nificant reduction is not due to an operational downsizing, but is
primarily explained by a change in calculation methodology. In
2025, the scope was refined to include only full-time, white-collar,
non-employee workers, whereas the 2024 figure reflected a broader
and more diverse population. As a result, the year-on-year de-
crease reflects a methodological change rather than a structural
reduction.
S1-8 – Collective bargaining coverage and social
dialogue
Collective bargaining coverage and social dialogue
The collective bargaining agreements cover 60% of our employees.
There are several collective bargaining agreements in the European
Economic Area (EEA). In France, Italy, and Sweden, which are our
largest countries in term of employees, 100% of our employees have
workplace representation (EEA).
S1-8: Collective bargaining coverage - EEA
(for countries with ≥50 empl. representing ≥10% total empl.)
Country 0–19% 20–39% 40–59% 60–79% 80–100%
France 100
Italy 100
Sweden 100
S1-8: Social dialogue - Workplace representation (EEA only)
(for countries with ≥50 empl. representing ≥10% total empl)
Country 0–19% 20–39% 40–59% 60–79% 80–100%
France 100
Italy 100
Sweden 100
S1-9 – Diversity metrics
Diversity by gender in people leader
Methodology: People leader are who are a line manager with
people reporting to.
In 2025, we have achieved 27% for the female people leader
ratio compared to 28% in 2024. The decrease is due to recent ac-
quisitions and impact of the Leaner EPRO program (both in terms
of exits and new recruitments).
S1-9: Diversity by gender in top management
Methodology: Top Management includes the Group Management
(CEO + direct reports) and Board members. Diversity-related data is
not validated by an external body other than the assurance provider.
Metric 2025 2024
Number of women in top management 6 7
Number of men in top management 14 17
Number of employees with gender
not disclosed in top management
0 0
Percentage of women in top management, % 30 29
Percentage of men in top management, % 70 71
Percentage of other employees
in top management, %
0 0
Percentage of employees with gender
not disclosed in top management, %
0 0
S1-9: Diversity by age
Metric 2025 2024
Number of employees under 30 years old 452 395
Number of employees 30-50 years old 2,105 2,117
Number of employees over 50 years old 1,700 1,819
Percentage of employees under
30 years old, %
10.62 9.12
Percentage of employees 30-50 years old, % 49.45 48.88
Percentage of employees over 50 years old, % 39.93 42.00
P. 127 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
S1-10 – Adequate wages
In 2025, we updated our living-wage benchmarking as part of an
annual review. The assessment considered relevant living-wage
benchmarks across our markets and took into account inflation de-
velopments to ensure salaries remain aligned with our commitment
to adequate wages. One employee was identified to be paid below
the living wage benchmark and the salary was corrected in January
2026.
Methodology: Adequate wages are assessed by comparing each
employee’s total remuneration (fixed salary, allowances, and in-
centives) with the applicable adequate wage benchmark for their
country. Benchmark data for 2026 living wages is obtained from an
external provider and applied at regional level. In countries where
the legal minimum wage exceeds the living-wage benchmark, the
legal minimum wage is used. The data is not validated by any ex-
ternal body.
Country
Share of employees paid below applicable
adequate wage benchmark in the country, %
United Kingdom 1.53
For many years, we have used salary structures to compare our
salaries against the external market. These structures are based on
market data from various survey providers and are updated on an
annual basis. The minimum level in these structures is well above the
living or minimum wages in all the countries where we operate.
While we currently meet the adequate wage benchmarks, we
remain committed to continuous improvement. We will continue to
analyze our salaries according to living wage benchmarks and
conduct further analyses to understand how we can refine this pro-
cess. Our goal is to ensure our compensation practices remain fair
and competitive in the face of changing economic conditions and
industry standards.
Social protection
We are committed to ensuring that all our employees are covered
by the main social protection granted through public programs or
benefits offered by the Group against loss of income due to (i) sick-
ness; (ii) unemployment starting from when the worker is working
for the company; (iii) employment injury and acquired disability; (iv)
parental leave; and (v) retirement. All employees in EU locations are
covered by social protection against life events by public programs
and benefits offered by the Group.
S1-12 – Persons with disabilities
Persons with disabilities
We believe in placing the right person in the right job. We do not
discriminate when hiring qualified individuals for specific roles,
including those with disabilities. We value the expertise they have
gained on the job and through work-related training. Registration of
disabilities by employees is only applicable in the US and Italy, and
is not common practice elsewhere.
S1-13 – Training and skills development metrics
Training and skills development metrics
A total of 2,424 performance and career development reviews were
completed during the year, representing participation by 57% of
employees. The year-on-year change reflects an update to the
reporting methodology and scope applied in 2025, with data now
sourced exclusively from the HR system rather than multiple sources.
This change affects comparability and does not indicate a reduction
in underlying performance or development activity.
S1-13: Performance reviews, employees
Metric 2025* 2024
Total participation in performance reviews, % 57 72
Percentage of women who participated, % 64 75
Percentage of men who participated, % 53 71
Percentage of other employees who
participated , %
100 100
Percentage of employees with gender not
disclosed who participated, %
100 100
Agreed total number of performance and
career development reviews*
2,424 3,123
Agreed number of performance and career
development reviews per employee per year
1 1
Percentage of performed reviews in pro-
portion to the agreed number of reviews by
the management, %
57 72
* For 2025, the performance review framework was applied to the white-collar
population only.
S1-13: Training hours, employees
Metric 2025 2024
Average training hours per female employee 9.03 1.66
Average training hours per male employee 7.63 1.14
Average training hours per other employee 12.52 -
Average training hours per employee with
gender not disclosed
5.43 0.46
Average number of training hours
per employee
8.06 1.3
S1-13: Employee categories
Employee
category
Percentage of employees
who participated in regular
performance and career
development reviews, %
Average training
hours per
employee, hours
White Collar 83.67 9.63
Blue Collar N/A 5.49
S1-14 – Health and safety indicators
Health and safety metrics
Methodology: The rate of work-related injuries is calculated as follows:
• (Number of recordable work-related injuries for the Group’s own
workforce x 1,000,000)/Total number of hours worked by the
Group's own workforce
• The number of total hours worked relates to employees from the
manufacturing sites, sales office, and logistic hubs). Worked hours
are derived from the payroll system. Both employees and non-
employees working on site are included in the employee summary
below.
• Ill health data is not measured, and phase-in is applied
S1-14: Employee summary
Metric 2025 2024
Percentage of own workforce who are
covered by the company's health and
safety management system based on legal
requirements and/or recognized standards
or guidelines, %
100 100
Percentage of own workforce who are
covered by a health and safety management
system which is based on legal requirements
and/or recognized standards or guidelines
which have been internally audited and/or
audited or certified by an external party, %
0 0
Number of fatalities as a result of
work-related injuries
0 0
Recordable work-related accidents 10 15
Rate of recordable work-related accidents 1.59 3.1
For 2025, the LTIR figures have been converted to the standard
based on 1,000,000 working hours, in alignment with ESRS. Before
2025, the LTIR was calculated according to GRI, with the 200,000
working hours standard. The change in reference standard has re-
sulted in the change in the LTIR figures.
The number of accidents resulting in lost work time decreased in
2025 and the lost time injury rate was 1.59 (3.1). The decrease is due to
the improvement in the accident analysis process by enhancing the
depth of root cause analysis through the consolidation of analysis
and reporting systems and the definition of more effective correc-
tive actions. At the same time, preventive initiatives actively involved
all organizational levels in risk identification, including through the
systematic observation of near misses, unsafe acts, and potentially
hazardous conditions. The most common injuries are contusions,
cuts and lacerations. The most commonly injured body part was the
hand. More severe risks are related to forklift traffic and machines.
Most lost time injuries in 2025 occurred in our warehouse and pro-
active measures are managed within our health and safety pillar.
P. 128 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
S1-15 – Work-life balance indicators
We encourage our employees to take holiday and parental leave
and disconnect outside working hours. All our employees are enti-
tled to take parental leave, through social policy and/or collective
bargaining agreement, or through company specific policies. At a
minimum, we comply with the works council agreement and local
legislation, or apply more favorable terms for other family-related
leave. Currently we do not measure the % of entitled employees that
took family related leave.
S1-15: Family leave
Metric 2025
Percentage of employees entitled to
take family-related leave, %
100
S1-16 – Remuneration metrics
S1-16: Aggregated gender pay gap
As a Group, we are dedicated to fostering a workplace where all
employees are compensated fairly and equitably, regardless of
gender, ethnicity, or other non-work-related differences. We believe
that equal pay for equal work is not only a legal requirement but
also a fundamental principle of fairness and respect. We are consis-
tent in our reward offerings and work to ensure that pay decisions
are non-discriminatory and always applied using the same criteria.
Methodology: The gender pay gap is calculated using the following
formula: (Average gross hourly pay of male employees - Average
gross hourly pay of female employees)/Average gross hourly pay of
male employees)*100.
Metric 2025 2024
Aggregated gender pay gap, % 15 13
S1-16: Gender pay gap by region
Region Aggregated gender pay gap, %
North America 17.69
Europe 19.85
APAC & MEA -6.15
S1-16: Gender pay gap by employee category
Methodology: The gender pay gap is calculated using a standard-
ized global job architecture that categorizes all employees into
five job grades based on job content and complexity, ensuring
consistent and comparable analysis across the Group. These grades
range from manual production workers (Grade 1), to specialists
and team leaders (Grade 2), to managerial roles of increasing re-
sponsibility (Grades 3), with Grade 4 and 5 being the highest levels.
Job grade 5 is excluded due to a limited sample size. Within each
job grade, the gender pay gap is calculated as the percentage
difference between the average remuneration of male and female
employees, based on full-time annualized compensation including
base salary, short-term variable pay target entitlements, and long-
term variable pay grants awarded during the year.
Employee category 2025 2024
Job Grade 1 1.3% 2%
Job Grade 2 13.7% 12%
Job Grade 3 11.7% 19%
Job Grade 4 –0.5% -2%
S1-16: CEO-to-median employee remuneration ratio
Methodology: Remuneration ratios are calculated based on total
annual gross remuneration, including fixed salary and variable pay.
The CEO-to-median employee remuneration ratio is calculated by
dividing the CEO’s total annual remuneration by the median total
remuneration of all employees, excluding the CEO. Calculations are
based on annualized remuneration data within the consolidated
scope and include estimates for variable pay. The results are influ-
enced by differences in role mix, seniority, working time, and geo-
graphic distribution, and no adjustments are made for cost-of-living
differences between countries. The methodology is applied con-
sistently across reporting periods. The data is not validated by any
external body.
Metric 2025
Annual total remuneration ratio 34.20
The annual total remuneration ratio of the highest paid individual
(CEO) to the median annual total renumeration for all employees,
does not take into consideration other factors affecting compen-
sation levels, such as job role and responsibilities, experience, age,
education level, location, etc. The outcome depends on the different
types of roles that exist in the company (e.g. production work or
specialist roles), and also on where in the world the company oper-
ates (e.g. countries with lower labor costs or higher labor costs), as
well as the size of the company.
The salary components included in the pay-gap data include
full-time annual base salary, short-term variable pay (company
bonus and commercial bonus) at mid-point entitlement, and long-
term variable pay grants in a year. For employees on commission,
we have used actual paid commission during one year. When eval-
uating employee salary in relation to our salary structure, women
globally earn on average 93% of the salary structure midpoint, while
men globally earn on average 94%.
S1–17 Incidents, complaints, and severe human rights
impacts and incidents
Work-related grievances, incidents, and complaints
In 2025, 18 reports were received via the whistleblowing tool,
EthicsPoint, and other channels. The reports mainly concerned
workplace conduct. The reported cases were investigated and
handled through the established process, including a thorough in-
vestigation.
For the reporting period, the Electrolux Professional Group has
not centrally collected complete and reliable data on the monetary
amounts of fines, penalties, and compensation for damages related
to the incidents. As a result, no amounts are disclosed for the current
year, and no reconciliation with the financial statements is provided.
The Group is improving its internal processes to enable systematic
collection and reconciliation of this information in future reporting
periods.
Metric 2025
Total number of incidents of discrimination, including
harassment
6
Number of complaints filed through channels for
own workers to raise concerns (including grievance
mechanisms)
18
Number of complaints filed through channels for
own workers to raise concerns (including grievance
mechanisms) to the National Contact Points for OECD
Multinational Enterprises
0
Total number of severe human rights incidents
connected to the company’s workforce
0
Number of cases of non-respect of the UN Guiding
Principles on Business and Human Rights, ILO Declara-
tion on Fundamental Principles and Rights at Work, or
OECD Guidelines for Multinational Enterprises
0
Number of severe human rights incidents where the
company played a role securing remedy for those
affected
0
P. 129 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
ACCOUNTING PRINCIPLES FOR SOCIAL DATA
Indicator Definition Data Source Methodology Assumptions
Employee
engagement
• High-Performance Organization Index (HiPO)
measures leadership, employee engagement,
customer focus, and operational efficiency.
• Kantar's reporting tool • HiPO combines and measures key perfor-
mance dimensions using Kantar's proprietary
methodology.
• Aligns with Kantar's definition of high-performance
organizations as agile, capability-driven, talent-
focused, and consistently improving.
Employee
characteristics and
turnover
• Total number of employees, by gender,
contract type, and country.
• Group HR System • Data reported in headcount as of December
31, 2025.
• Data logged during the year.
• Non-guaranteed-hours employees are
excluded from turnover data.
Collective
bargaining
coverage
• Percentage of employees covered by collective
bargaining agreements. Only countries where we
have more than 50 employees and that represent
at least 10% of total employees are considered.
• Group HR System • Contractual conditions for non-covered
employees align with local legal requirements.
• Based on data collected at the country level.
Employees
covered by workers'
representatives
• Share of total number of employees on Decem-
ber 31, 2025 employed in a unit where the com-
pany has regular interaction with an organized
workforce representative.
• HR Country Managers
• Group HR system
• Interviews with all country managers.
• Data extraction.
Diversity metrics • Age and gender diversity as a share of total • Group HR system • Diversity data for the Board of Directors
excludes employee representatives. Age
distribution is based on year-end data.
Adequate wages • Assessment of wages compared to local living
wage benchmarks.
• External living-wage
benchmark data and
internal benchmarks
• Living wage calculation considers basic needs
like food, housing, healthcare, and taxes for a
“typical family.”
• Living wage benchmarks exclude overtime,
bonuses, and allowances. Differences between
statutory minimum and living wages are noted for
transparency.
Social protection • Measures of access to healthcare, income
support, and other life benefits for employees.
• Local HR • Social protection is aligned with local legal re-
quirements, and contributions may come from
wages (insurance) or taxes (assistance).
• Includes unemployment, disability, maternity, and
retirement benefits.
Training &
development
• Training hours as logged in our system for
employees employed on December 31, 2025.
• Instances of Development Talks are those
properly documented by people leaders and
the employee in the Group's HR system.
• Group HR System. • Training hours estimated through digital tools. • Transition to a digital system may cause temporary
data gaps. Includes production and non-produc-
tion employees. Employees participating in code
of conduct training includes anti-corruption and
human rights topics.
Health &
safety metrics
• Lost time injuries per 1,000,000 worked hours. • Group payroll system and
Group
Production systems
• Work-related injury definitions follow ESRS S1
standards.
Work-life balance
metrics
• Parental leave access across countries. • HR Country Managers • Data collected and confirmed through HR
Country Managers, capturing both legal and
company specific policies.
Remuneration
metrics
• Pay gap and total remuneration data across
employees.
• The Group HR system
• Payroll salary records
• Pay gap is calculated on full-time annual base
salary, short-term variable pay, target entitle-
ment or if on commission, actual commission
paid, and long-term variable pay grants in a
year.
• Methodolgy for the remuneration ratio is explained
on page 128 (S1-16).
Incidents and
complaints
• Reports of discrimination or harassment filed
through EthicsPoints and other channels.
• EthicsPoints and other
channels such as e-mail
• Incident and complaint data are tracked and man-
aged by the Code of Conduct Steering Committee.
P. 130 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
IMPACT, RISK, AND OPPORTUNITY
MANAGEMENT
S2-1 Policies related to value chain workers
The Code of Conduct outlines our global commitment to human
rights and applies to all employees and business partners, includ-
ing suppliers. It prohibits forced and child labor, discrimination,
harassment, and retaliation, and reinforces expectations regarding
freedom of association, decent working hours, and safe working
conditions.
Group Supplier Workplace Standard
The Supplier Workplace Standard is the primary policy addressing
risks of unsafe working conditions, excessive working hours, dis-
crimination, harassment, forced labor, child labor, and restrictions
on freedom of association. It sets minimum requirements for labor
conditions and occupational health and safety and requires suppli-
ers to uphold fair wages, safe workplaces, and non-discriminatory
practices. The standard sets minimum requirements for suppliers to
uphold responsible environmental practices in line with Group ex-
pectations, thereby reducing environmental risks in the supply chain.
It also includes a specific provision that suppliers must en-
sure that materials used in components supplied to Electrolux
Professional do not contribute to human rights abuses in conflict
affected or high-risk areas. This is to address the impacts related to
conflict minerals and sourcing in high-risk geographies.
The standard applies to all suppliers of direct and indirect mate-
rials, components, finished goods, and services and to their facilities
and workers, including sub-suppliers where relevant, across the ge-
ographies from which Electrolux Professional sources. Accountability
for enforcing the standard lies with Group Purchasing, Sustainability
and Quality functions, with operational responsibility resting with
supplier management and local supplier representatives. The
Supplier Workplace Standard is aligned with the Group Workplace
Directive, Code of Conduct, and applicable laws and regulations
and is embedded in the supplier requirement manuals and related
supplier assessment processes. The standard is based on inter-
nationally recognized frameworks including the ILO Fundamental
Principles and Rights at Work, the International Bill of Human Rights,
the OECD Guidelines, and the UN Global Compact.
The standard is made available through supplier requirement
manuals, contracts and onboarding materials and is reinforced
through audits, supplier assessments, and corrective action pro-
cesses.
Supplier Requirement Manual
The Supplier Requirement Manual is a strategic framework that sets
clear expectations for quality, safety, compliance, and sustainability,
supporting product reliability, legal compliance, and responsible
sourcing throughout the supply chain. It applies to all components,
OEM products, and complementary items, guiding suppliers to meet
rigorous standards while promoting ethical practices, regulatory
compliance, and long-term environmental responsibility. By defining
supplier responsibilities, supporting type approvals, and encouraging
continuous process improvements, the manual ensures reliability,
accountability, and a shared commitment to sustainable and re-
sponsible sourcing throughout every level of our supply chain.
Accountability lies with Electrolux Professional Group's Supplier
Quality Assurance, Purchasing, and relevant technical functions,
while suppliers are responsible for complying with all requirements
and extending them to their sub-suppliers.
The manuals take into account the interests of Electrolux
Professional Group, its customers, and end-users by assuring product
safety and quality, and those of workers and communities indirectly
by requiring suppliers to comply with workplace and sustainability
standards. The manuals are made available to suppliers as con-
trolled documents that form part of the contractual framework. They
are explained during onboarding, audits, and ongoing supplier
management, and updates are communicated through revisions
and acknowledgements.
Group Workplace Directive
The Workplace Policy embeds Electrolux Professional’s human-
rights commitments across all operations and extends key labor-
rights and safety requirements to suppliers. It covers child labor,
forced labor, discrimination, and occupational health and safety.
Where requirements for suppliers are more detailed, the Policy refers
to the Workplace Directive, which provides the operative require-
ments for suppliers. Please refer to ESRS E1-2 Policies related to
Climate change for more details.
S2-2 Processes for engaging with
value chain workers about impacts
Electrolux Professional Group integrates the perspectives of workers
in its value chain mainly through its structured supplier audit and en-
gagement processes, even though it does not yet have a general,
formalized process for directly engaging with individual value chain
workers or their representatives. Working conditions at supplier sites
are assessed through audits carried out under the Group Supplier
Workplace Standard. These audits are performed approximately
every two years for major suppliers, selected based on business
priorities and risk, and include on-site assessments that cover key
ESG principles.The insights gathered during these assessments feed
into the Supplier Assessment Result, which in turn influences supplier
selection and the allocation of new business. In this way, the find-
ings related to value chain workers’ conditions indirectly inform the
company’s decisions and its approach to managing impacts in the
supply chain.
Operational responsibility for conducting these audits and en-
suring that findings are taken into account lies with the Head of
Supplier Quality & Development, while overall accountability sits
with the Group Purchasing Vice President. Interaction during audits
is primarily with supplier organizations, and the information gath-
ered reflects the situation of workers at supplier sites, but we do not
have explicit evidence that value chain workers themselves or their
legitimate representatives are systematically and directly consulted
as part of a standardized due diligence process. We also do not
have information indicating that we use specific credible proxies,
S2 Workers in the value chain
Impact, risks, and opportunity related to workers in value chain Value chain location
Actual negative impact: Occupational health and safety risks in the supply chain.
Time horizon:
Upstream
Downstream
Opportunity: Influence through responsible procurement practices and audit
Time horizon:
Upstream
Downstream
Risk: Human right violation risk
Time horizon:
Upstream
Downstream
Short term Medium term Long term
P. 131 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
such as NGOs or unions, to represent workers’ perspectives during
these engagements.
Beyond audits, Electrolux Professional Group has started engag-
ing with suppliers through a new initiative introduced in 2025 called
Supplier Days, where key suppliers are invited to take part in two-
day events designed to foster proactive engagement, gather feed-
back, and discuss joint development and process improvement.
These events are organized around strategic pillars, including
Quality & Sustainability, and feature in-depth discussions, breakout
sessions, and collaborative wrap-ups focused on identifying ac-
tionable next steps. The interactions provide valuable insights and
gather our supplier’s perspectives on sustainability, quality, and
competitiveness.
At present, we do not have Global Framework Agreements or
similar collective agreements with global union federations. We do
not have a defined process to assess the effectiveness of engage-
ment, specifically with workers in the value chain. Futher, we do
not have information on the perspectives of workers who may be
particularly vulnerable, such as women, migrant workers, or people
with disabilities.
S2-3 Processes to remediate negative impacts and
channels for value chain workers to raise concerns
Electrolux Professional Group addresses potential human rights
impacts on value chain workers primarily through onsite supplier
audits and its publicly accessible whistleblowing system. When au-
dits identify material negative impacts — such as non-compliance
with labor standards or health and safety concerns — suppliers are
required to implement corrective action plans. These actions serve
as the Group’s main approach to providing or contributing to re-
mediation, although we do not currently have a process to directly
provide remediation to value chain workers beyond supplier-im-
plemented measures. Effectiveness is monitored through follow-up
audits and improvements seen in subsequent Supplier Assessment
Results, but we do not yet have a formal method to assess whether
these remedies fully address worker-level impacts.
Concerns can also be raised through Electrolux Professional
Group’s whistleblowing system, which is available on the company’s
public website and accessible to all external stakeholders, including
value chain workers, with the possibility to submit reports anony-
mously. The Group monitors the volume and nature of complaints
received to track issues and determine whether further investigation
or supplier engagement is required. However, we do not currently
assess whether value chain workers are aware of or trust this chan-
nel, nor do we involve value chain workers directly in evaluating its
effectiveness.
In terms of effectiveness criteria aligned with the UN Guiding
Principles on Business and Human Rights (UNGPs), the grievance
channel provides anonymity and non-retaliation protection, which
support legitimacy and safe access. Nevertheless, we do not have
information on whether value chain workers understand the proce-
dures, indicative timeframes, or available support when using the
channel. Furthermore, we do not yet assess whether outcomes align
with internationally recognized human rights standards, nor do we
systematically use insights from the channel to improve prevention
or future remediation processes.
Electrolux Professional Group maintains a non-retaliation policy,
which applies to all individuals who use the whistleblowing system.
While this protection extends to value chain workers in principle, the
Group does not yet monitor whether individuals in the value chain
trust that this protection is effective. At present, we do not have
structured engagement with value chain workers or their represen-
tatives to evaluate or strengthen these grievance mechanisms.
S2-4 – Taking action on material impacts on value
chain workers, and approaches to mitigating material
risks and pursuing material opportunities related to
value chain workers, and effectiveness of those actions
Electrolux Professional Group manages impacts on workers in its
value chain through a combination of risk analysis, supplier audits,
self-assessment questionnaires, capability-building initiatives, and
governance integration. The Sustainability, Supplier Quality and
Purchasing teams allocate resources to supplier audits, training
and compliance assessments. Management of material impacts
on value-chain workers relies on a combination of cross-functional
expertise and digital tools. These actions aim to prevent, mitigate,
and remediate negative impacts on workers in the value chain
while also strengthening responsible procurement and unlocking
long-term opportunities for a more resilient supply chain. Electrolux
Professional Group does not allocate a separate budget to carry
out the above activities, and the required resources are part of their
normal day-to-day business.
Risk analysis
We conduct risk analysis to identify where value chain workers may
face the highest likelihood of negative impacts, such as unsafe
working conditions, labor rights breaches, or exposure to con-
flict minerals. This analysis informs strategic sourcing and supplier
segmentation, and guides the prioritization of audits and ques-
tionnaires. Through this process, we also identify potential human
rights risks in upstream mining communities and gaps in traceability
related to conflict minerals. These insights determine what action is
appropriate for each supplier, including whether follow-up assess-
ments or corrective measures are needed. Risk analysis enables tar-
geted mitigation efforts — such as closer monitoring of health and
safety conditions, fair wages, working hours, and access to clean
water. Its effectiveness is demonstrated through more informed
strategic sourcing and supplier segmentation, ensuring that high-
risk suppliers come under enhanced scrutiny.
Supplier audits
Supplier audits in high-risk geographies are a key mechanism to
assess actual conditions for value-chain workers. These audits eval-
uate compliance with the Supplier Workplace Standard on topics
including health and safety, child and forced labour, discrimination,
and overall employment conditions. As part of the audit procedure,
Electrolux Professional Group also systematically considers workers’
perspectives through a dedicated section on Suppliers’ Workplace
within the Quality Audit. This includes verification of compliance with
local labour legislation (employment terms, wages, working hours,
immigration), child labour prevention, forced labour indicators, and
anti-bribery policies.
Electrolux Professional Group conducts supplier audits annually.
The expected outcome is enhanced visibility into working conditions
and suppliers’ adherence to our standards. The impact includes the
identification and remediation of labour-rights violations through
corrective action plans. The effectiveness of this process is reflected
in improved performance during re-audits and the use of audit re-
sults to inform supplier ratings and decisions on business allocation.
When audits uncover actual negative impacts, remediation is
enabled through supplier-specific corrective actions and structured
follow-up. To ensure remedy processes are available and effective,
we maintain an escalation path, written requirements communicated
through the Supplier Workplace Standard, and a monitoring cycle
that evaluates whether corrective actions resolve issues in practice.
Suppliers that fail to remedy impacts may face suspension of busi-
ness or removal from the approved list, ensuring accountability.
From 2026 onward, we will expand audit coverage, strengthen
risk screening through sustainability platforms such as Position Green,
and reinforce follow-up controls on high-risk suppliers. Effectiveness
for these planned actions will be tracked through predefined KPIs.
Progress is visible through audit coverage and supplier cooper-
ation, with 73 suppliers audited and evaluation rates reaching up
to 88%, showing increasing alignment with our Supplier Workplace
Standard. During the reporting year, no severe human rights im-
pacts were identified or reported, and no actual material impacts
on workers in the value chain were brought to the attention of
Electrolux Professional Group’s management..
Self-assessment questionnaire
We use a Self-Assessment Sustainability Questionnaire to increase
transparency and broaden insight into value chain conditions. The
questionnaire covers Scope 1–3 emissions, water risks, use of chemi-
cals, governance practices and, where relevant, conflict minerals. In
2024–2025, we received responses from 56 suppliers out of 60 sup-
pliers, representing a response rate of up to 93% across above KPIs,
creating a solid baseline for future corrective action.
Based on the responses received, 97% of selected suppliers
are compliant with supplier audit requirements, while 93% were
compliant with lost time injury rate (LTIR) monitoring. Furthermore,
90% of responding electronic suppliers complied with conflict min-
erals requirements, and 57% acknowledged the Code of Conduct.
Environmental compliance indicators show that 33% of responding
suppliers conducted climate risk analysis and 20% had science-
based targets (SBTi) in place. While this has provided a baseline,
analysis and the development of supplier-specific corrective mea-
P. 132 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
sures have yet to be implemented. The process indirectly extends
beyond Tier 1, as suppliers are required to collaborate with their up-
stream partners to provide complete information.
The plan to include more suppliers is under discussion, and the
pilot results will guide us on how many suppliers can be incorporat-
ed into this assessment, given limited resources.
The expected outcome is broader ESG data coverage across
our supply chain. These results provide improved insight into sup-
pliers’ environmental and social performance, including LTIR data,
that helps identify health and safety risks for workers. Effectiveness
is tracked through ongoing improvements in disclosure quality and
integration of the results into supplier assessments.
Governance integration
Governance integration ensures that findings related to value chain
workers directly influence sourcing decisions. The introduction of
the Supplier Requirement Manual embeds sustainability criteria into
procurement processes. The introduction of a Supplier Requirement
Manual reinforces governance expectations, and internal educa-
tion programs on biodiversity and circularity strengthen responsible
sourcing practices. The expected outcome is clear accountability
through defined roles and structured oversight. The impact is that
sustainability performance, including labor-rights findings, is system-
atically considered in supplier evaluation, selection, and business
allocation. Its effectiveness is shown through the integration of audit
results and questionnaire data into the Supplier Assessment Result,
which drives sourcing strategy.
Capability building
We strengthen supplier and internal capacity through targeted ca-
pability-building initiatives that address key risks in the value chain.
An ongoing pilot program with 14 suppliers in categories such as
steel, electronics, heating elements, and cables focuses on con-
flict-minerals compliance and CSRD requirements, supported by
the collection of Conflict Minerals Reporting Templates (CMRT) to
enhance upstream traceability. As part of this pilot, we held presen-
tations aimed at capability building during the 2025 Supplier Days
event, where suppliers received dedicated sessions on sustainability
expectations, responsible sourcing, and compliance obligations.
Supplier Days will now serve as an annual platform for raising
awareness, sharing insights, and fostering a consistent approach to
sustainability across our value chain.
Capability building is also a focus internally. Targeted training for
sales teams equips them to respond effectively to sustainability-
related inquiries, particularly in the hospitality sector, improving
customer dialogue and alignment with procurement expectations.
Additional internal programs on biodiversity, circularity and sustain-
ability strengthen the capacity of purchasing and cross-functional
teams to identify risks, engage suppliers, and integrate sustainability
considerations into decision-making.
The expected outcome of these initiatives is strengthened sup-
plier and internal capability to meet conflict-minerals obligations,
CSRD requirements, and labor-rights expectations. The impact
includes improved knowledge on responsible sourcing, enhanced
understanding of value-chain risks, and better transparency in high-
risk categories. We observe the effectiveness of capability-building
activities through improved supplier disclosures, increased compe-
tence within internal teams, and closer alignment between suppliers
and Electrolux Professional Group during follow-up engagements.
These initiatives support long-term transformation across the value
chain, even though they are still in the early stages and will evolve
through recurring annual engagement.
METRICS AND TARGETS
S2-5 – Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
Given the complexity of the supply chain, Electrolux Professional
Group acknowledges that there is a need for improvement in track-
ing the effectiveness of its policies and actions in relation to the ma-
terial sustainability-related impacts, risks, and opportunities. While
the Group Supplier Workplace Standard and Group Workplace
Directive define expectations for suppliers across environmental, so-
cial, and governance matters, the effectiveness of these policies is
monitored through practical implementation activities. Specifically,
we track:
> The distribution and acknowledgment of the Supplier Requirement
Manual by all suppliers.
> The number of audits performed in accordance with our audit
planning, including ESG-focused assessments.
> Supplier development activities, such as training, workshops, and
capacity-building initiatives, to ensure understanding and compli-
ance with our policies.
These measures allow us to evaluate coverage, engagement, and
progress in implementing our policies, even if quantitative KPIs or
baseline periods are not formally defined in the Standard. This en-
sures continuous improvement and alignment with our sustainability
and human rights commitments.
Progress of supplier performance
0 20 40 60 80 100
Climate Risk Analysis
SBTI target avalaible
Code of Conduct
acknowledgment
Health & Safety
monitoring
Conflict minerals
evaluation
High-risk Supplier
audit
%
P. 133 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
S3 Affected communities
S3-1 – Policies related to affected communities
Electrolux Professional Group is committed to safeguarding human
rights, supporting community wellbeing, and minimising environ-
mental and social impacts on affected communities across its
operations and value chain. This commitment is anchored in the
Group’s Code of Conduct, Group Environmental Policy, Workplace
Directive and responsible-sourcing requirements, which collectively
set expectations for ethical behaviour, environmental responsibility
and respect for communities that may be directly or indirectly af-
fected by the Group’s activities. These policies are grounded in the
same international standards referenced under S1, including the UN
Guiding Principles on Business and Human Rights (UNGPs), the ILO
Declaration on Fundamental Principles and Rights at Work, and the
OECD Guidelines for Multinational Enterprises.
The Group Environmental Policy and Workplace Directive define
requirements for safe and responsible operations across all sites and
functions. They apply to all employees and operational entities and
encourage suppliers, subcontractors and partners to uphold equiv-
alent environmental and social principles. These frameworks help
prevent and mitigate community-level impacts related to manufac-
turing processes, emissions, waste, water use and product safety.
The Group also operates an OECD-aligned Conflict Minerals
Due Diligence Program, requiring suppliers to avoid sourcing tin,
tantalum, tungsten, gold, cobalt or mica from smelters associated
with human-rights abuses. High-risk suppliers are identified and en-
gaged through due-diligence processes, and corrective actions are
implemented to eliminate non-conformant sources. Although the
Group does not maintain a standalone Indigenous Peoples policy,
its responsible-sourcing and sustainability policies apply to all po-
tentially affected communities, including indigenous groups where
relevant.
Governance and sustainability policies relevant to affected com-
munities are publicly accessible on the Group’s website. These doc-
uments—including the Code of Conduct, Group Workplace Directive,
Group Environmental Policy and Supplier Workplace Standard—de-
fine expectations for responsible sourcing, environmental protection
and human-rights due diligence across the value chain. They are
embedded in procurement requirements, site-level governance and
continuous-improvement processes to mitigate environmental, social
and human-rights risks affecting communities.
These policies apply to all affected communities connected to
Electrolux Professional’s operations and value chain, rather than to
specific groups only, and are designed to manage material com-
munity-related impacts identified through the Group’s double-mate-
riality assessment. Responsibility for implementation lies with senior
leadership and site management, supported by cross-functional
teams and governance documents. Operationalisation occurs
through supplier audits, responsible-sourcing controls, community-
investment programmes and human-rights due-diligence procedures
that extend across upstream and downstream value-chain activities.
The perspectives of affected communities—including those in
regions facing social or environmental vulnerability—are incorpo-
rated through stakeholder dialogues, local engagement and inputs
received via ongoing sustainability governance processes. This
ensures that the needs and expectations of affected communities
inform policy scope, implementation and continuous improvement.
S3-2 – Processes for engaging with affected
communities about impacts
Electrolux Professional Group engages with affected communities
through structured, multi-level processes designed to understand lo-
cal expectations, monitor potential impacts, and integrate commu-
nity perspectives into decision-making. Engagement primarily takes
place at the local operational level, where sites maintain autonomy
to interact directly with municipalities, schools, NGOs and local
associations. Activities commonly include educational visits, cultur-
al events, health and safety campaigns, scholarship programmes,
and other initiatives that help strengthen relationships and promote
community wellbeing.
Dialogue and listening mechanisms are embedded across opera-
tions through stakeholder forums, community meetings, and collabo-
ration with employer networks. Local teams monitor public sentiment,
regulatory developments and community feedback, using these
insights to inform site-level actions and broader business decisions.
At corporate level, ongoing stakeholder engagement is coordinated
by the Business Areas, Investor Relations and the Group Sustainability
function, which ensure that community-related insights are regularly
reported to Group Management and incorporated into sustainability
strategy, risk assessments and decision-making processes.
In crisis situations, Electrolux Professional activates centralized
emergency-response procedures, coordinating product donations,
equipment support and financial assistance to address urgent com-
munity needs. Engagement also extends across the value chain,
where collaboration with suppliers and partners helps identify local
risks and inform responsible business practices, even though these
mechanisms are not exclusively community-specific.
While the Group does not identify specific vulnerable or margin-
alised community groups, its commitments under the UN Guiding
Principles on Business and Human Rights require attention to such
risks. During the reporting period, no community-specific consulta-
tions, targeted assessments or interviews were conducted; however,
supplier assessments, modern-slavery due diligence and zero-tol-
erance standards for forced and child labour serve to prevent
community-level impacts before they occur. No material adverse
impacts on affected communities were identified, and therefore no
remediation actions were required.
IRO assessment outcome
Impacts, risks, and opportunities Value chain location
Actual negative impact: Some products might contain conflict minerals, creating a risk that human rights
violations may occur in sourcing communities despite supplier expectations.
Time horizon:
Upstream
Downstream
Actual positive impact: Support and improve the lives and livelihoods of residents in the communities where
our sites are located and collaboration with the World Chefs Association to increase employability
Time horizon:
Upstream
Downstream
Risk: Emerging human rights legislation on ethical and responsible business practices may create
compliance and reputational risks if we do not adapt our processes proactively.
Time horizon:
Upstream
Downstream
Short term Medium term Long term
P. 134 Sustainability Statement - Social informationElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Issues that may relate to communities are monitored through
the Code of Conduct, Supplier Workplace Standard and risk-based
supplier audits. The Group’s whistleblowing mechanism, EthicsPoint,
is available to employees, suppliers and partners, offering anonym-
ity and protection against retaliation. However, the Group does not
yet assess whether affected communities are aware of or trust these
mechanisms, representing an area for further development to fully
meet ESRS expectations for accessible and effective community-
level grievance channels.
Electrolux Professional incorporates stakeholder perspectives—
including those from potentially affected communities — through
its broader sustainability-governance and stakeholder-engage-
ment processes. Business Areas, Investor Relations and the Group
Sustainability function oversee continuous dialogue with internal
and external stakeholders, ensuring that insights are escalated to
Group Management and integrated into strategy and operations.
Engagement occurs through structured dialogues, partnerships and
collaboration initiatives across the value chain, including sourc-
ing, product development and community-focused programmes.
Operational responsibility for these processes lies with Group func-
tions and Business Areas, while senior accountability rests with the
VP Group Sustainability and Group Management, who act upon
incoming stakeholder insights within the broader sustainability-
governance framework.
S3-3 – Processes to remendiate negative impacts and
channels for affected communities to raise concerns
Electrolux Professional Group addresses actual and potential nega-
tive human-rights impacts on affected communities and value-chain
workers on a case-by-case basis, taking into account the nature
of the impact and the local context. Remediation processes are
grounded in the Group’s human-rights due-diligence framework and
primarily involve supplier corrective action plans where non-compli-
ance with labor standards, health and safety requirements, or other
Group policies is identified. These actions aim both to remediate the
specific impact and to prevent recurrence, and they are monitored
through follow-up activities, including subsequent supplier audits
and verification of corrective-action implementation.
Channels for raising concerns are available through the Group’s
publicly accessible whistleblowing system, EthicsPoint, which allows
external stakeholders — including affected communities and value-
chain workers — to report issues anonymously and with protection
against retaliation. Reported cases are assessed to determine
appropriate follow-up actions, which may include supplier engage-
ment, further investigation, or escalation within the Group’s com-
pliance structures. While these channels exist, the Group does not
currently have a formal process to evaluate whether affected com-
munities are aware of or trust the whistleblowing system, nor does
it systematically assess the effectiveness of remediation at worker
or community level. This represents an area for further development
to meet ESRS expectations regarding community-level accessibility
and trust in grievance mechanisms.
During the reporting period, no material negative impacts on
affected communities were identified or reported, and therefore
no remediation actions specific to affected communities were re-
quired. Preventive measures continue to be embedded through
the implementation of the UN Guiding Principles on Business and
Human Rights within the Group’s due-diligence framework, including
risk assessments, supplier audits, and zero-tolerance standards for
forced and child labour, which are designed to identify and address
potential impacts before they occur.
Although community-specific grievances are not tracked sepa-
rately, issues relevant to affected communities are monitored
through the Group’s Code of Conduct, Supplier Workplace Standard,
and modern-slavery due-diligence processes. These frameworks,
together with the whistleblowing mechanism, ensure that concerns
— whether raised directly or identified through due-diligence activi-
ties — are captured and addressed. Oversight is maintained through
the Group’s broader sustainability-governance processes, which
align remediation and grievance-handling practices with the UN
Guiding Principles.
S3-4 Taking actions on material impacts on affected
communities, and approaches
Electrolux Professional Group does not yet have planned actions
or dedicated resource allocations specifically targeting affected
communities for the reporting year. Existing governance frameworks
— such as whistleblowing channels, human-rights due-diligence
processes, and supplier standards — help prevent potential adverse
impacts but do not yet define community-specific mitigation ob-
jectives or performance indicators. No grievances were raised by
affected communities during the reporting year, and accordingly no
remediation actions were required. Further work is planned to align
community-related actions.
Even though affected community-specific programs are not yet
established, the Group already undertakes a range of actions that
help minimize environmental and social impacts on neighboring
communities and strengthen the opportunities created through its
presence. At operational sites located in urban areas, the Group
mitigates potential nuisances such as traffic congestion and noise
through coordinated truck scheduling, dialogue with local authori-
ties, and active participation in municipal planning processes.
Beyond impact mitigation, the Electrolux Professional Group
generates positive social value through donations to hospitals,
schools and shelters, as well as through employee-led volunteering,
cultural activities, and fundraising efforts that support inclusion, ed-
ucation, and community resilience. We also contribute to broader
community development through targeted social-impact collab-
oration. Our partnerships with Mercy Chefs in the United States
and the Worldchefs Association support disaster-relief initiatives to
strengthen community resilience and provide culinary-skills training
that enhances employability and reduces poverty in underserved
communities.
S3-5 TARGETS & METRICS
Electrolux Professional Group reports that it has no formal targets
related to affected communities for the reporting year or the up-
coming year.
P. 135 Sustainability Statement - Governance information Electrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
G Governance information
G1 Business conduct 136
Strong governance underpins our commitment to
ethical business and sustainable growth. Our gover-
nance framework upholds transparency, accountabil-
ity, and integrity in all aspects of our operations.
Zero-
tolerance
approach to
corruption and
unethical behavior.
Mandatory
Code of
Conduct
training for employees.
Established
whistleblowing
procedures.
Integrated
sustainability
targets.
P. 136 Sustainability Statement - Governance information Electrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
IMPACTS, RISKS, AND OPPORTUNITIES
MANAGEMENT
G1-1 – Business conduct policies
and corporate culture
The IROs related to business conduct are managed by the proce-
dures and policies listed below.
Code of Conduct
Electrolux Professional Group establishes its corporate culture
through the Group Code of Conduct, which defines the ethical ex-
pectations, behavioral standards, and legal compliance principles
that guide how the organization conducts business. The Code of
Conduct applies to all employees and Electrolux Professional Group
representatives. The Group's President and CEO is the owner of the
Code of Conduct.
The corporate culture is further developed and promoted
through ongoing communication and mandatory training. The em-
ployee engagement survey (EES) is used as a way to evaluate the
corporate culture. For more information on the EES, see page 123.
The Code of Conduct is supported by a suite of Group policies
covering areas such as anti-bribery, anti-corruption, environmental
responsibility, tax, workplace practices, human rights, and supplier
behavior. These policies align with international standards, including
the International Bill of Human Rights, ILO conventions, the OECD
Guidelines for Multinational Enterprises, and UN Guiding Principles
on Business & Human Rights.
Stakeholder interests, including employees, suppliers, customers,
and investors, are taken into account in the development of company
policies.
The policies are reviewed annually and are accessible to all
employees via the company intranet. Certain policies are also
published on the external Electrolux Professional Group website.
These policies complement the Group’s broader governance struc-
ture, which is based on the Swedish Companies Act, the Nasdaq
Stockholm Rule Book, and the Swedish Corporate Governance Code.
Anti-corruption
The Group Anti-Corruption Policy defines the preventive measures
and principles used for anti-corruption and anti-bribery across all
Electrolux Professional business activities, providing clear tools for
identifying and mitigating corruption risks. The policy establishes
zero tolerance for corruption, bribery, kickbacks, and facilitation
payments, requiring anti-corruption clauses in contracts, mandatory
training, due diligence, and third-party screenings.
The policy and its related documents covering anti-corruption
and bribery apply globally to all employees and Electrolux
Professional Group representatives, upholding comprehensive cov-
erage wherever the Group conducts business, including any high-
risk areas. The policy has a positive impact on people and the en-
vironment by guiding people to uphold high ethical standards and
training employees on anti-corruption. The key principles of the anti-
corruption policy are also stated in the Group Supplier Workplace
Standard, which requires compliance from all suppliers of Electrolux
Professional and is published on the Group intranet as well as the
Electrolux Professional Group website.
The Anti-Corruption Policy is supported operationally by the
Gifts, Events, and Benefits Directive which guides when and how
employees and Electrolux Professional Group representatives are
prohibited from offering or receiving gifts, hospitality, events, or other
benefits.
The policy and the directive are available through the Group
intranet. The Group’s General Counsel is the owner of the policy
and related Benefits directive. Each business area and functional
head has the overall responsibility to enable, promote, and support
implementation and communication to ensure that the respective
functions comply with the anti-corruption policy. The policy and the
Benefits Directive are based on Swedish anti-corruption laws and
align with international anti-corruption requirements such as the US
Foreign Corrupt Practices Act, UK Bribery Act, and OECD guide-
lines, as well as compliance with local anti-corruption laws and
business practices by the local entities.
Whistleblowing mechanisms
To prevent, identify, and report violations of the Code of Conduct
and related policies, Electrolux Professional Group provides em-
ployees, suppliers, customers, and other business partners with
access to an independent, third-party-hosted web platform,
EthicsPoint. Through EthicsPoint misconduct, including potential
breaches of the Code of Conduct or Group policies, can be re-
ported while protecting whistleblowers by ensuring confidentiality
and anonymity of the reporter’s identity, the contents of the report,
and all related documentation, and by preventing unauthorized
parties, especially the reported person, accessing such information.
Electrolux Professional Group strictly prohibits retaliation against
reporters and protects their identities throughout the investigation
process, except where disclosure is legally required or when mali-
cious reporting is confirmed. Read more on page 123.
Concerns related to misconduct can also be identified and
reported through internal channels by employees, including their
managers, the Legal Department or Internal Audit. All whistleblow-
ing cases are investigated in accordance with established proce-
dures led by the Code of Conduct Steering Committee, comprising
G1 Business conduct
Impacts, risks, and opportunities Value chain location
Actual positive impact: Positive impact on employees through a corporate culture of inclusion and feed-
back, including raising issues through the EES, where results are followed up at a team level.
Time horizon:
Own operations
Risk: Business in countries where the risk of corruption may be heightened.
Time horizon:
Upstream
Own operations
Downstream
Risk: The anonymity of whistleblowers, potential risk leading to fines and loss of reputation even if measures
are in place to ensure the anonymity of whistleblowers.
Time horizon:
Own operations
Actual positive impact: Positive impact on people and the environment by upholding high ethical standards
wherever business is conducted and by training employees on ethical business conduct.
Time horizon:
Upstream
Own operations
Downstream
Short term Medium term Long term
P. 137 Sustainability Statement - Governance information Electrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
the CHRO, Head of Internal Audit, Head of Industrial Relations, and
General Counsel. The Steering Committee oversees case manage-
ment and ensures that findings are reported to the Audit Committee
for governance oversight. For cases of confirmed misconduct, ap-
propriate actions are taken, including disciplinary measures.
Business conduct training
Electrolux Professional Group’s business conduct training is gov-
erned by the Code of Conduct and Group policies. It stipulates
mandatory training for all employees and Electrolux Professional
Group representatives acting on behalf of Electrolux Professional
Group. Training is conducted via face-to-face sessions or webinars,
or provided through the Group HR System. It is available in different
languages and has to be completed by a set deadline, with auto-
mated reminders and managerial escalation. The training reinforces
ethical and lawful behavior, human rights expectations, responsible
decision-making, and knowledge of reporting channels.
Electrolux Professional Group has identified functions and areas
most exposed to corruption and bribery as those that are engaged
in sales and industrial operations in countries with increased risk
of corruption. Employees working in these areas are subject to the
requirement to adhere to the Group’s zero-tolerance stance on
corruption and bribery, as mandated in the Code of Conduct and
Anti-Corruption Policy.
G1-3 – Prevention and detection of corruption
and bribery
Electrolux Professional Group maintains a structured, independent,
and confidential process for prevention, detection, and investigation
of corruption and bribery in accordance with the whistleblowing
procedure presented on the previous page and on page 123.
Investigation outcomes are communicated systematically to
management and supervisory bodies through predefined reporting
stages.
During the reporting year, Electrolux Professional Group
strengthened its prevention and detection of corruption and bribery
through several key actions, including an update to the Code of
Conduct training modules, introduction of training aligned with the
updated Gifts, Events and Benefits Directive, performance of com-
pliance audits, and policy updates.
During the reporting year, no material corruption-related im-
pacts were identified that required remediation. Progress contin-
ued through the ongoing rollout of updated training, refinement of
monitoring processes, and continuous improvement of reporting
structures. Implementation of the Group’s business conduct actions
is currently, and will continue to be, supported by financial, human,
and technical resources embedded within global operations, in-
cluding funding for compliance training, digital reporting tools, whis-
tleblowing system enhancements, internal control, and investigative
capabilities.
Anti-corruption and anti-bribery training
Electrolux Professional provides mandatory anti-corruption and
anti-bribery training to all employees and Electrolux Professional
Group representatives, including functions at risk. The training is
delivered through short e-learning modules that cover bribery defi-
nitions, redflag identification, non-compliant gift and hospitality
practices, and reporting obligations, partly through scenarios. The
training is compliance focused, global in scope, and reinforced
through annual refreshers assigned by the Legal Department, in-
cluding quizzes to verify understanding. In parallel, the Group delivers
mandatory business conduct and compliance-related training for
employees through face-to-face sessions, webinars, and digital
learning platforms, with all employees required to complete the
modules assigned to them.
Functions at risk
% of functions at risk covered by training programs 100%
Duration of computer-based training 33 mins
Frequency of training Annual
TARGETS AND METRICS
Electrolux Professional Group has not set any measurable or
time-bound business-conduct targets.
G1-4 Incidents of corruption and bribery
There have been no convictions of violations of anti-corruption or
anti-bribery laws and zero fines associated with such violations
during the reporting period.
No specific actions were taken to address breaches in anti-cor-
ruption and anti-bribery procedures and standards due to reported
court cases, as there were none.
P. 138 Sustainability Statement - Governance information Electrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
We are part of the following manufacturing
and quality standard organizations:
> EFCEM (European Federation of
Catering Equipment Manufacturers)
represents manufacturers of commercial
equipment across Europe.
> IEC (International Electrotechnical
Commission), a global organization that
develops and publishes international
standards for electrical, electronic, and
related technologies.
> ISO (International Organization for
Standardization), a global organization
that develops and publishes international
standards for various kinds of products,
materials, services, and processes.
> CENELEC (European Committee for
Electrotechnical Standardization) pre-
pares voluntary standards in the electro-
technical field at the European level.
> CEN (European Committee for
Standardization) develops standards
for various kinds of products, materials,
services and processes at the European
level.
> ASTM (American Society for Testing and
Materials), an international standard-
ization organization that develops and
publishes voluntary consensus technical
standards.
> ASHRAE (American Society of Heating,
Refrigerating, and Air-Conditioning
Engineers) writes standards and guide-
lines in its fields of expertise to guide
industry in the delivery of goods and ser-
vices to the public.
Our sustainability ratings
We are committed to minimizing our impact on climate change through our climate-neutral goals
for industrial operations. We conduct business responsibly and ethically, aiming to be a supportive
employer for our employees. Our efforts have been recognized by several rating agencies.
Risk rating from Sustainalytics
Morningstar Sustainalytics is a leading in-
dependent ESG and corporate governance
research, ratings, and analytics firm that sup-
ports investors around the world to develop
and implement responsible investment strat-
egies. Electrolux Professional Group received
an ESG risk rating “Medium" risk, in 2025.
Global Compact
Electrolux Professional Group has signed
the UN Global Compact and commits to its
10 principles regarding human rights, labor,
anti-corruption, and the environment.
Electrolux Professional Group has once
again been recognized on the TIME
and Statista list of the World’s 500 Best
Companies – Sustainable Growth for 2026.
For the second year, Electrolux Professional
Group has been named one of the World’s
500 Best Companies for Sustainable Growth
2026 by TIME and Statista, recognizing its
strong performance in revenue growth, finan-
cial stability, and environmental impact.
Science-based targets
Our climate targets have been validated by
the Science Based Targets initiative (SBTi),
verifying that they are in line with the latest
climate science and consistent with the
goals of the Paris Agreement.
Carbon Disclosure Project (CDP)
CDP is a not-for-profit charity that runs
the global disclosure system for investors,
companies, cities, states, and regions to
manage their environmental impacts. For
2025, Electrolux Professional Group received
a C- rating in both the CDP Climate Change
and Water Security assessments.
Eco Vadis
EcoVadis is a provider of business sustain-
ability ratings, intelligence, and collaborative
performance improvement tools for global
supply chains. In 2025, we are proud to
have been awarded the prestigious Gold
Sustainability Rating, placing us among the
top 5% of companies assessed globally.
MSCI – Morgan Stanley Capital
International
MSCI is a leading provider of critical decision
support tools and services for the global in-
vestment community. ESG Ratings from MSCI
measure a company’s resilience to long-
term, financially relevant ESG risks. In 2025,
Electrolux Professional Group maintained our
industry-leading AA rating.
P. 139 Sustainability Statement - Auditor's reportElectrolux Professional Group – Annual and Sustainability Report 2025
Sustainability
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Auditor’s limited assurance report of Electrolux Professional AB’s
statutory sustainability statement
To the general meeting of the shareholders of Electrolux Professional AB (publ) corporate identity number 556003-0354
Conclusion
We have conducted a limited assurance engagement of the sustainabil-
ity statement for Electrolux Professional AB (publ) for the financial year
2025. The sustainability statement is included on pages 70-138 in this
document.
Based on our limited assurance engagement as described in the
section Auditor's responsibility, nothing has come to our attention that
causes us to believe that the sustainability statement does not, in all
material respects, meet the requirements of the Swedish Annual Accounts
Act which includes,
> whether the sustainability statement meets the requirements of
European Sustainability Reporting Standards (ESRS),
> whether the process the company has carried out to identify reported
sustainability information has been conducted as described in the sus-
tainability statement,
> compliance with the reporting requirements of the EU's Green
Taxonomy Regulation Article 8 (EU Taxonomy).
Basis for conclusion
We have conducted the limited assurance engagement in accordance
with FAR's recommendation RevR 19 Revisorns översiktliga granskning
av den lagstadgade hållbarhetsrapporten. Our responsibility according
to this recommendation is further described in the section Auditor's re-
sponsibility.
We believe that the evidence we have obtained is sufficient and ap-
propriate to provide a basis for our conclusion.
Other information than the sustainability statement
This document also contains other information than the sustainability
statement and is found on pages 70-138. The Board of Directors and the
Chief Executive Officer are responsible for this other information.
Our conclusion on the sustainability statement does not cover this
other information and we do not express any form of assurance conclu-
sion regarding this other information.
In connection with our limited assurance engagement on the sustain-
ability statement, our responsibility is to read the information identified
above and consider whether the information is materially inconsistent
with the sustainability statement. In this procedure we also take into
account our knowledge otherwise obtained in the limited assurance en-
gagement and assess whether the information otherwise appears to be
materially misstated.
If we, based on the work performed concerning this information, con-
clude that there is a material misstatement of this other information, we
are required to report that fact. We have nothing to report in this regard.
Responsibilities of the Board of Directors and the Chief Executive
Officer
The Board of Directors and the Chief Executive Officer are responsi-
ble for the preparation of sustainability statement in accordance with
Chapter 6, paragraphs 12-12f of the Swedish Annual Accounts Act, and
for such internal control as they determines is necessary to enable the
preparation of the sustainability statement that is free from material mis-
statements, whether due to fraud or error.
Other matters
Prior year’s sustainability statement has not been subject to limited as-
surance procedures in accordance with FAR's recommendation RevR 19
and consequently prior year’s information in the sustainability statement
for 2025 has not been subject to limited assurance procedures in accor-
dance with that recommendation
Auditor's responsibility
Our responsibility is to express a conclusion on whether the sustainability
statement has been prepared in accordance with Chapter 6, Sections
12–12f of the Swedish Annual Accounts Act based on our review. The limited
assurance engagement has been conducted in accordance with FAR's
recommendation RevR 19 Revisorns översiktliga granskning av den lag-
stadgade hållbarhetsrapporten. This recommendation requires that we
plan and perform our procedures to obtain limited assurance that the sus-
tainability statement is prepared in accordance with these requirements.
The procedures in a limited assurance engagement vary in nature and
timing from, and are less in extent than for, a reasonable assurance en-
gagement. Consequently, the level of assurance obtained in a limited as-
surance engagement is substantially lower than the assurance that would
have been obtained had a reasonable assurance engagement been per-
formed. This means that it is not possible for us to obtain such assurance
that we become aware of all significant matters that could have been
identified if a reasonable assurance engagement had been performed.
Our firm applies ISQM 1 (International Standard on Quality
Management), which requires the firm to design, implement and operate
a system of quality management, including policies and procedures
regarding compliance with ethical requirements, professional standards,
and applicable legal and regulatory requirements.
We are independent of Electrolux Professional AB (publ)in accor-
dance with professional ethics for auditors in Sweden and have other-
wise fulfilled our ethical responsibilities in accordance with these require-
ments.
A limited assurance engagement involves performing procedures
to obtain evidence to support the sustainability statement. The auditor
selects the procedures to be performed, including assessing the risks of
material misstatements in the sustainability statement, whether due to
fraud or error. In this risk assessment, the auditor considers the parts of
the internal control that are relevant to how the Board of Directors and
the Chief Executive Officer prepare the sustainability statement, in order
to design procedures that are appropriate under the circumstances, but
not for the purpose of providing a conclusion on the effectiveness of the
entity's internal control. The review consists of making inquiries, primarily
of persons responsible for the preparation of the sustainability statement,
performing analytical review, and conducting other limited review pro-
cedures.
Our review procedures concerning the entity’s process for identifying
sustainability information to be reported included, but were not limited to:
> Obtain an understanding of the process by:
- Performing inquiries to understand the sources of the information
used by management, and
- Reviewing the entity's internal documentation of its process
> Evaluate whether the evidence obtained from our procedures about
the process implemented by the entity is consistent with the description
of the process set out on pages 85-88 in the sustainability statement.
The review procedures with respect to the sustainability statement in-
cluded but were not limited to the following:
> By inquiries obtain an understanding of the entity's control environ-
ment, reporting processes, and information systems relevant to the
preparation of its sustainability statement
> Evaluate whether information identified to be material by the entity’s
process for identifying sustainability information reported, is included in
the sustainability statement
> Evaluate whether the structure and the presentation of the sustainabili-
ty statement is in accordance with the requirements in ESRS
> Perform inquiries of relevant personnel and analytical procedures on
selected disclosures in the sustainability statement
> Performed substantive assurance procedures on a sample basis on
selected disclosures in the sustainability statement
> Perform inquiries and analytical procedures to evaluate whether the
methods, data and significant assumptions used to make estimates in
the sustainability statement are appropriate and applied consistently
The review procedures with respect to the EU Taxonomy included but
were not limited to the following:
> Obtain an understanding of the process to identify taxonomy-eligible
and taxonomy-aligned economic activities and the corresponding dis-
closures in the sustainability statement
> Evaluate whether the activities within the EU Taxonomy are consistent
to the financial statements and related notes
> Evaluate processes, documentation and assessment of eligibility and
alignment with the economic activities and technical screening criteria
within the EU Taxonomy
> Evaluate whether the reporting is in accordance with the requirements
in EU Taxonomy
Inherent limitations
In reporting forward-looking information in accordance with ESRS,
the Board of Directors and the Chief Executive Officer for Electrolux
Professional AB (publ) are required to prepare the forward-looking in-
formation on the basis of disclosed assumptions about events that may
occur in the future and possible future actions by the entity. The actual
outcome is likely to be different since anticipated events frequently do
not occur as expected.
Stockholm March 31, 2026
Deloitte AB
Signature on Swedish original
Jonas Ståhlberg
Authorized public accountant
P. 140 Financial information, contentsElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
P. 141 Financial information, contentsElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Financial reports, contents
Note 1
Financial reports | Notes to the financial statements | ||||||
| Consolidated statement of total comprehensive income | 142 | Accounting principles | 150 | Note 19 | Assets pledged for liabilities to | 176 | |
| Consolidated balance sheet | 143 | Note 2 | Financial risk management | 152 | credit institutions | ||
| Note 20 | Share capital, number of shares, | 176 | |||||
| Change in consolidated equity | 144 | Note 3 | Segment information | 155 | and earnings per share | ||
| Consolidated cash flow statement | 145 | Note 4 | Revenue recognition | 156 | Note 21 | Post-employment benefits | 177 |
| Parent Company income statement | 146 | Note 5 | Operating expenses | 158 | Note 22 | Other provisions | 179 |
| Parent Company balance sheet | 147 | Note 6 | Other operating income | 158 | Note 23 | Other liabilities | 179 |
| Parent Company change in equity | 148 | and expenses | Note 24 | Contingent liabilities | 179 | ||
| Parent Company cash flow statement | 149 | Note 7 | Material profit and loss items | 158 | Note 25 | Acquired and divested operations | 180 |
| Notes | 150 | Note 8 | Leases | 158 | Note 26 | Employees and remuneration | 181 |
| The Board's assurance | 188 | Note 9 | Financial income and financial expenses | 160 | Note 27 | Fees to auditors | 184 |
| Auditor’s report | 189 | Note 10 | Taxes | 160 | Note 28 | Transactions with related parties | 184 |
| Note 11 | Other comprehensive income | 161 | Note 29 | Untaxed reserves, Parent Company | 184 | ||
| Note 12 | Property, plant and equipment | 162 | Note 30 | Shares and participations | 185 | ||
| Note 13 | Goodwill and | 164 | |||||
| other intangible assets | Note 31 | Climate | 186 | ||||
| Note 14 | Other non-current assets | 167 | Note 32 | Events after the balance sheet date | 187 | ||
| Note 15 | Inventories | 167 | Note 33 | Proposed distribution of earnings | 187 | ||
| Note 16 | Other current assets | 167 | |||||
| Note 17 | Trade receivables | 168 | |||||
| Note 18 | Financial instruments | 168 |
P. 142 Financial informationElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
FInancial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Consolidated statement
of total comprehensive income
SEKm | Note | 2025 | 2024 |
Net sales | 3, 4 | ||
Cost of goods sold | 5, 7 | – | – |
Gross operating income | |||
Selling expenses | 5, 7 | – | – |
Administrative expenses | 5, 7 | – | – |
Other operating income/expenses | 5, 6 | – | |
Operating income | |||
Financial income | 9 | ||
Financial expenses | 9 | – | – |
Financial items, net | – | – | |
Income after financial items | |||
Taxes | 10 | – | – |
Income for the period |
SEKm | Note | 2025 | 2024 |
| Items that will not be reclassified to income for the period: | |||
Remeasurement of provisions for post-employment benefits | 21 | ||
Income tax relating to items that will not be reclassified | – | – | |
Total | |||
| Items that may be subsequently reclassified | |||
| to income for the period: | |||
Cash flow hedges | |||
Net investment hedges | |||
| Exchange-rate differences on translation | |||
of foreign operations | – | ||
Cost of hedging | |||
Income tax relating to items that may be reclassified | – | ||
Total | – | ||
Other comprehensive income, net of tax | 11 | – | |
Total comprehensive income for the period | |||
| Income for the period attributable to: | |||
Equity holders of the Parent Company | |||
Total | |||
| Total comprehensive income for the period | |||
| attributable to: | |||
Equity holders of the Parent Company | |||
Total | |||
Earnings per share, SEK | 20 | ||
| For income attributable to the equity holders | |||
| of the Parent Company: | |||
Basic, SEK | |||
Diluted, SEK | |||
Average number of shares | 20 | ||
Basic, million | |||
Diluted, million |
P. 143 Financial informationElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
FInancial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Consolidated
balance sheet
| December 31 | December 31 | ||
SEKm | Note | 2025 | 2024 |
| Assets | |||
| Non-current assets | |||
Property, plant and equipment, owned | 12 | ||
Property, plant and equipment, right-of-use | 8 | ||
Goodwill | 13 | ||
Other intangible assets | 13 | ||
Deferred tax assets | 10 | ||
Pension plan assets | 21 | ||
Other non-current assets | 14 | ||
Total non-current assets | |||
| Current assets | |||
Inventories | 15 | ||
Trade receivables | 17, 18 | ||
Tax assets | |||
Other current assets | 16 | ||
Cash and cash equivalents | 18 | ||
Total current assets | |||
Total assets |
| December 31 | December 31 | ||
SEKm | Note | 2025 | 2024 |
| EQUITY AND LIABILITIES | |||
| Equity attributable to equity holders | |||
| of the Parent Company | |||
Share capital | 20 | ||
Other paid-in capital | 20 | ||
Other reserves | 20 | ||
Retained earnings | 20 | ||
| Equity attributable to equity holders | |||
of the Parent Company | |||
Total equity | |||
| Non-current liabilities | |||
Long-term borrowings | 18 | ||
Long-term lease liabilities | 18 | ||
Deferred tax liabilities | 10 | ||
Provisions for post-employment benefits | 21 | ||
Other provisions and liabilities | 22, 23 | ||
Total non-current liabilities | |||
| Current liabilities | |||
Trade payables | 18 | ||
Tax liabilities | |||
Other liabilities | 23 | ||
Short-term borrowings | 18 | ||
Short-term lease liabilities | 18 | ||
Other provisions | 22 | ||
Total current liabilities | |||
Total equity and liabilities |
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Change in consolidated equity
Attributable to equity holders of the Parent Company
| Other | ||||||
| Share | paid-in | Other | Retained | Total | ||
SEKm | Note | capital | capital | reserves | earnings | equity |
Opening balance, January 1, 2024 | ||||||
Income for the period | ||||||
Cash flow hedges | ||||||
Net investment hedges | ||||||
Cost of hedging | ||||||
Remeasurement of provisions for post-employment benefits | ||||||
Exchange differences on translation of foreign operations | ||||||
Income tax relating to other comprehensive income | – | – | – | |||
Other comprehensive income, net of tax | 11 | |||||
Total comprehensive income for the period | ||||||
Dividend | – | – | ||||
Share-based incentive program | ||||||
Equity swap for share-based incentive program | – | – | ||||
Total transactions with equity holders | – | – | ||||
Closing balance, December 31, 2024 | ||||||
Opening balance, January 1, 2025 | ||||||
Income for the period | ||||||
Cash flow hedges | ||||||
Net investment hedges | ||||||
Cost of hedging | ||||||
Remeasurement of provisions for post-employment benefits | ||||||
Exchange differences on translation of foreign operations | – | – | ||||
Income tax relating to other comprehensive income | – | |||||
Other comprehensive income, net of tax | 11 | – | – | |||
Total comprehensive income for the period | – | |||||
Dividend | – | – | ||||
Share-based incentive program | ||||||
Equity swap for share-based incentive program | – | – | ||||
Total transactions with equity holders | – | – | ||||
Closing balance, December 31, 2025 |
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Consolidated
cash flow statement
SEKm | Note | 2025 | 2024 |
| Operations | |||
Operating income | |||
Depreciation and amortization | |||
Other non-cash items | |||
Interest and similar items received | |||
Interest and similar items paid | – | – | |
Taxes paid | – | – | |
Cash flow from operations, excluding change in operating assets and liabilities | |||
| Change in operating assets and liabilities | |||
Change in inventories | |||
Change in trade receivables | – | ||
Change in trade payables | – | ||
| Change in other operating assets, liabilities | |||
and provisions | – | ||
| Cash flow from change in operating assets | |||
and liabilities | – | ||
Cash flow from operations | |||
| Investment activities | |||
Acquisition of operations | 25 | – | |
Capital expenditure in property, plant and equipment | 12 | – | – |
Capital expenditure in product development | 13 | – | – |
Capital expenditure in other intangibles | 13 | – | – |
Other | – | ||
Cash flow from investment activities | – | – | |
Cash flow from operations and investments activities | – |
SEKm | Note | 2025 | 2024 |
| Financing activities | |||
Change in short-term borrowings, net | 18 | – | – |
New long-term borrowings | 18 | ||
Amortization of long-term borrowings | 18 | – | – |
Payment of lease liabilities | 18 | – | – |
Dividend | – | – | |
Equity swap for share-based incentive program | – | – | |
Cash flow from financing activities | – | – | |
Total cash flow | – | ||
Cash and cash equivalents at beginning of period | |||
| Exchange-rate differences pertaining to cash | |||
and cash equivalents | – | ||
Cash and cash equivalents at end of period |
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Parent Company
income statement
SEKm Note 2025 2024
Net sales 4 3,269 3,346
Cost of goods sold –2,299 –2,275
Gross operating income 970 1,071
Selling expenses –448 –448
Administrative expenses –243 –240
Other operating income/expenses 6 –5 2
Operating income 274 385
Financial income/expenses 9 723 369
Impairment of shares in subsidiaries 14 – –1
Income after financial items 997 753
Appropriations 29 57 15
Income before taxes 1,054 768
Taxes 10 –44 –123
Income for the period 1,010 645
Parent Company statement of
total comprehensive income
SEKm Note 2025 2024
Income for the period 1,010 645
Items that may be subsequently reclassified
to income for the period:
Cash flow hedges 2 1
Cost of hedging 2 35
Exchange-rate differences on translation
of foreign operations –8 4
Income tax relating to items that may be reclassified –1 –8
Other comprehensive income, net of tax –5 32
Total comprehensive income for the period 1,005 677
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Parent Company
balance sheet
SEKm Note
December 31
2025
December 31
2024
Assets
Non-current assets
Property, plant and equipment, owned 12 460 322
Intangible assets 13 24 4
Deferred tax assets 10 13 11
Shares in subsidiaries 14, 30 9,187 7,127
Interests in other entities 16 –
Long-term receivables from subsidiaries 14 813 2,286
Total non-current assets 10,513 9,750
Current assets
Inventories 15 307 306
Receivables from subsidiaries 614 1,611
Trade receivables 17, 18 211 342
Tax assets 61 6
Other current assets 340 151
Cash and cash equivalents 18 714 616
Total current assets 2,247 3,032
Total assets 12,760 12,782
SEKm Note
December 31
2025
December 31
2024
Equity and liabilities
Restricted equity
Share capital 20 29 29
Statutory reserve 5 5
Development reserve 23 4
57 38
Non-restricted equity
Retained earnings 6,910 6,531
Income for the period 1,010 645
7,920 7,176
Total equity 7,977 7,214
Untaxed reserves 71 76
Non-current liabilities
Other provisions 22 110 123
Other non-current loans 18 1,789 2,358
Total non-current liabilities 1,899 2,481
Current liabilities
Payables to subsidiaries 1,450 1,771
Trade payables 18 428 397
Other liabilities 23 267 322
Short-term borrowings 18 640 519
Other provisions 22 28 2
Total current liabilities 2,813 3,011
Total equity, untaxed reserves, and liabilities 12,760 12,782
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Parent Company change in equity
Restricted equity Non-restricted equity
SEKm Note
Share
capital
Statutory
reserve
Development
reserve
Fair value
reserve
Retained
earnings
Total
equity
Opening balance, January 1, 2024 29 5 2 0 6,740 6,776
Income for the period – – – – 645 645
Cash flow hedges – – – – 1 1
Cost of hedging – – – – 35 35
Exchange differences on translation of foreign operations – – – – 4 4
Income tax relating to other comprehensive income – – – – –8 –8
Total comprehensive income for the period – – – – 677 677
Dividend – – – – –230 –230
Share-based incentive program – – – – 6 6
Equity swap for share-based incentive program – – – – –15 –15
Development reserve – – 2 – –2 –
Total transactions with equity holders – – 2 - –241 –239
Closing balance, December 31, 2024 29 5 4 0 7,176 7,214
Opening balance, January 1, 2025 29 5 4 0 7,176 7,214
Income for the period – – – – 1,010 1,010
Cash flow hedges – – – – 2 2
Cost of hedging – – – – 2 2
Exchange differences on translation of foreign operations – – – – –8 –8
Income tax relating to other comprehensive income – – – – –1 –1
Total comprehensive income for the period – – – – 1,005 1,005
Dividend – – – – –244 –244
Share-based incentive program – – – – 11 11
Equity swap for share-based incentive program – – – – –9 –9
Development reserve – – 19 – –19 0
Total transactions with equity holders – – 19 – –261 –242
Closing balance, December 31, 2025 29 5 23 0 7,920 7,977
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cash flow statement
SEKm Note 2025 2024
Operations
Operating income 274 385
Depreciation and amortization 12, 13 48 59
Other non-cash items 11 12
Financial items paid, net –172 155
Taxes paid –102 –120
Cash flow from operations, excluding change
in operating assets and liabilities 59 491
Change in operating assets and liabilities
Change in inventories –2 –17
Change in trade receivables 131 –41
Change in trade payables 31 46
Change in other operating assets,
liabilities and provisions –80 28
Cash flow from change in operating assets
and liabilities 80 16
Cash flow from operations 139 507
Investments
Acquisition of shares in subsidiaries – –1,251
Capital expenditure in property, plant and equipmen 12 –173 –120
Capital expenditure in other intangibles 13 –20 –3
Other –16 –
Cash flow from investments –209 –1,374
Cash flow from operations and investments -70 –867
SEKm Note 2025 2024
Financing
Change in short-term investments – –
Change in internal lending and borrowing 138 –240
Change in external short-term borrowing 18 –37 –202
Change in long-term borrowing 18 –570 1,167
Equity swap for share-based incentive program –9 –15
Dividend to shareholders –244 –230
Dividend from subsidiaries 890 225
Cash flow from financing 168 705
Total cash flow 98 –162
Cash and cash equivalents at beginning of period 616 778
Cash and cash equivalents at end of period 714 616
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Note 1 ACCOUNTING PRINCIPLES
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Note 1 ACCOUNTING PRINCIPLES, CONT.
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Note 1 ACCOUNTING PRINCIPLES, CONT.
Reporting Board. RFR2 prescribes the amendments and exceptions
from IFRS applicable to the Parent Company. This means that all
IFRS standards and statements are applied when possible within
the frame of the Annual Accounts Act with consideration given to
Swedish legislation in accounting and taxation.
The financial reports of the Parent Company are presented in
Swedish krona (SEK), rounded to millions. The accounting principles
are applicable for all periods unless other wise stated. More detailed
information on accounting principles can be found in the above text
regarding the Group’s application of these.
Shares in subsidiaries
Holdings in subsidiaries are recognized according to the cost
method of accounting. If there is an indication that the recognized
value of shares has declined, they are tested for impairment accord-
ing to IAS36. In accordance wit RFR2, transaction costs are recog-
nized as part of the acquisition value in the Parent Company, unlike
the Group where they are considered as costs.
Anticipated dividends
Dividends decided at each of the subsidiaries' annual general
meetings are recognized in the income statement. Anticipated div-
idends are recognized if the Parent Company has exclusive rights
to decide on dividends from subsidiaries and has decided on an
amount before the Parent Company’s annual report or quarterly
report has been published.
Taxes
Untaxed reserves including deferred tax liability are recognized
in the Parent Company. In the group’s income statement untaxed
reserves are divided between deferred tax liability and equity. Tax
on Group contribution is included in the Parent Company’s income
statement.
Appropriations and untaxed reserves
Under Swedish tax legislation, the Parent Company has the possibil-
ity to make depreciations in excess of those planned. They are rec-
ognized as appropriations in the income statement and as untaxed
reserves in the balance sheet.
Group and shareholders' contribution
In Sweden, group contributions are deductible and when given by
subsidiaries or the Parent Company they are recognized as appro-
priations in the income statement. Shareholders' contribution is not
deductible and if paid by the Parent Company it is recognized as
shares in subsidiaries and is subject to impairment if needed. This is
described in more detail above in “shares in subsidiaries”.
Post-employment benefits
Electrolux Professional AB applies the simplified rule according to
RFR2, for recognition of defined benefit plans. For further informa-
tion see Note 21.
Intangible assets
In accordance with RFR2, the Parent Company amortizes goodwill
and trademarks over 5 years.
Reserve for development
Own developed intangible assets are recognized as a reserve for
development in the Parent Company. It is amortized, and the closing
balance of the reserve is transferred from unrestricted to restricted
equity in compliance with the Swedish Annual Accounts Act..
Leases
Lease agreements for the Parent Company are reported as opera-
tional, where the cost is linear over the lease period.
Financial guarantees
Financial guarantees for the Parent Company to the benefit of sub-
sidiaries are reported as contingent liabilities.
A provision is booked if there is any indication that any of these
may lead to a payment.
Financial instruments
The Parent Company does not apply the simplification rules for IFRS
9 Financial Instruments, allowed under RFR2.
Hedging of shares in subsidiaries (fair value hedge)
The fair value change of the hedging instrument is recognized in
profit or loss, whereas changes in fair value related to cost of hedg-
ing is recognized in other comprehensive income. The change in fair
value with regards to the hedged risk (change in exchanges rates)
of the shares is also recognized in profit or loss. Cost of hedging
represents unrealized changes in fair value and will be zero when
the hedging instrument matures.
Expected credit loss
The Parent Company calculates an expected credit loss provision
for its trade receivable position (simplified approach) and lending
to each of its subsidiaries (the general approach). The default prob-
ability of each subsidiary is based on a credit rating model per
country.
Note 2 FINANCIAL RISK MANAGEMENT
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Note 2 FINANCIAL RISK MANAGEMENT, CONT.
average credit duration of the total debt portfolio exceeds two
years and at any given point in time, liquidity reserves are moni-
tored and kept in line with the Policy.
Supplier finance arrangements
Electrolux Professional uses supplier finance programs to extend
payment terms and make it possible for suppliers to receive earlier
payments. The payment terms for suppliers not in the programs are
between 0 and 195 days and for suppliers in the programs between
99 and 180 days. The programs are administrated by Deutsche Bank
and Intesa SanPaolo. Trade payables in supplier financing programs
are reported under the line trade payables in the consolidated bal-
ance sheet and at year-end 2025 the amount was SEK 224m (259),
whereof SEK 165m (191) was already received by the suppliers.
For the Parent Company at year-end 2025 the amount was
SEK 68m (84), whereof SEK 65m (81) was already received by the
suppliers.
The liquidity risk from the use of supplier finance programs is
handled as described and mandated in the Liquidity Risk section
above.
Foreign exchange risk
Foreign exchange risk is defined as the risk that fluctuations in
currency exchange rates have a negative impact on the company’s
financial position, profitability or cash flow. In order to manage such
effects, the Group covers these risks within the framework of the
Financial Policy, and the Group’s overall currency exposure is man-
aged centrally by Group Treasury.
As a general rule, financing is to be made in each company’s
local currency, and net foreign exchange exposures on financial
assets and liabilities are to be hedged by Group Treasury. After
hedging, the foreign exchange exposure on financial items is im-
material.
Transaction exposure from commercial flows
Transaction exposure is defined as the confirmed future net of
operational and financial inflows and outflows of currencies. The
Financial Policy stipulates the extent to which commercial flows are
to be hedged.
The Group’s geographically widespread production reduces
the effects of changes in exchange rates. The remaining transaction
exposure is either related to internal sales from producing entities to
sales companies or external exposures from purchasing of compo-
nents and input material for the production paid in foreign currency.
If the currency exposure is significant based on long-term
contracts in foreign currencies, Group Treasury is contacted for
decisions on potential hedges. Group Treasury is the sole party
authorized to execute financial hedge transactions and derivative
contracts with external parties.
Translation exposure from consolidation
of entities outside Sweden
Translation exposure is defined as the risk that fluctuations in cur-
rency exchange rates have a negative impact on the balance sheet
or consolidated equity. This occurs when a portion of consolidated
equity, net assets, or a financial asset or liability are denominated in
a foreign currency. Electrolux Professional can in certain cases de-
cide to hedge the translation exposure, with Group CFO approval.
The translation exposures arising from income statements of foreign
subsidiaries are included in the sensitivity analysis below. For more
information, see Note 18.
Foreign-exchange sensitivity from transaction
and translation exposure
The major net export currencies that Electrolux Professional is
exposed to are the EUR, THB, and SEK. The major import currencies
that Electrolux Professional is exposed to are the USD, GBP, DKK,
NOK, JPY, CNY, CZK and NZD. These currencies represent the
majority of the exposures of the Group.
The currency exposure from foreign investments should, when
possible, be mitigated by loans in local currency. The remaining
foreign net investment should not generally be hedged by financial
derivatives. In exceptional cases the Group CFO may decide to use
financial derivatives to hedge net investments in foreign subsidiaries.
The table below shows the effect from a change in exchange
rates for the Group's major currencies. The analysis takes into con-
sideration the net transaction flow as disclosed in Note 18 and
operating income (EBIT, i.e. before tax) by functional currency
as per the end of each year. The table does not cover the equity
effect of changes in FX rates. The model assumes the distribution of
earnings and costs effective at year-end and does not include any
dynamic effects, such as changes in competitiveness or consumer
behavior arising from such changes in exchange rates.
Exposures Profit or Loss Impact
Currency Change
12m net flows
(in and out) Hedge
12m net flows
including
Hedges EBIT
12m net
flows and
EBIT
Transaction
exposure
EBIT
Translation
exposure
Profit or
loss impact
2025
Profit or
loss impact
2024
USD/SEK –10%
771 –129 642
212 853 –64 –21
–85 –95
EUR/SEK –10% –38 74 35 473 509 –4 –47 –51 –47
GBP/SEK –10% 192 –5 187 31 218 –19 –3 –22 –25
DKK/SEK –10% 122 0 121 22 144 –12 –2 –14 –11
NOK/SEK –10% 119 –1 118 12 129 –12 –1 –13 –11
JPY/SEK –10% 60 –6 54 31 85 –5 –3 –9 –17
CZK/SEK –10% 48 0 48 1 48 –5 0 –5 –3
CHF/SEK –10% –52 –10 –62 19 –43 6 –2 4 –3
SGD/SEK –10% –82 1 –82 7 –75 8 –1 8 –1
THB/SEK –10% –403 51 –352 94 –259 35 –9 26 38
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Note 2 FINANCIAL RISK MANAGEMENT, CONT.
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Note 3 SEGMENT INFORMATION
Geographical information, net sales¹
SEKm 2025 2024
United States 2,746 2,946
Italy 1,546 1,591
France 1,008 1,008
Sweden 891 830
Japan 759 920
Germany 683 705
Great Britain 395 434
Finland 388 403
Spain 363 351
Denmark 297 288
Switzerland 283 292
Turkey 206 197
China 189 185
Norway 175 160
Netherlands 173 157
Austria 110 149
Belgium 109 118
India 103 79
Australia 94 111
Thailand 90 81
Singapore 89 93
Greece 87 95
Other 1,385 1,390
Total 12,169 12,583
1) Net sales attributable to countries on the basis of customer location.
Property, plant and equipment and intangible assets located in the
Group’s country of domicile, Sweden, amounted to SEK 511m (362).
Property, plant and equipment and intangible assets located in all
other countries amounted to SEK 5,098m (5,963). Individually, mate-
rial countries in this regard are the US with SEK 2,646m (3,309), Italy
with SEK 863m (913), and France with SEK 497m (538).
No single customer of the Group represents 10% or more of the
external revenue.
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Note 4 REVENUE RECOGNITION
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Note 4 REVENUE RECOGNITION, CONT.
Contract liabilities
Parent Company
SEKm
Advances
from
customers
Customer
bonuses/
incentives
Prepaid income
– service/
warranty
Contract
liabilities,
total
Opening balance, January 1, 2024 12 22 41 75
Gross increase during the period 9 52 24 85
Paid to/settled with customer – –52 – –52
Revenue recognized during the year –8 – –29 –37
Other – – – –
Closing balance, December 31, 2024 13 22 36 71
Opening balance, January 1, 2025 13 22 36 71
Gross increase during the period 13 48 27 88
Paid to/settled with customer – –45 – –45
Revenue recognized during the year –8 – –28 –36
Other – – – –
Closing balance, December 31, 2025 18 25 35 78
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Note 5 OPERATING EXPENSES
Note 7 MATERIAL PROFIT AND LOSS ITEMS
This note summarizes events and transactions that have a significant
effect and are therefore relevant for understanding financial perfor-
mance when comparing income for the current period with previous
periods, including items such as:
• Capital gains and losses from divestments of product groups or
major units
• Close-down or significant down-sizing of major units or activities
• Larger cost-saving programs
• Significant impairment
• Other major cost or income items
Note 7
MATERIAL PROFIT AND LOSS ITEMS,
CONT.
Material profit and loss items
SEKm 2025 2024
Provision for severence –236 –
Write down of machinery, leases
and inventory –7 –
Curtailment effect of pension plan 8
Total –235 –
Material profit and loss items per function
SEKm 2025 2024
Cost of goods sold –133 –
Selling expenses –68 –
Administrative expenses –34 –
Total –235 –
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Note 8 LEASES, CONT.
Property, plant and equipment, right-of-use
SEKm Buildings Machinery Vehicles
Other
equipment Total
Carrying amount
Opening balance, January 1, 2024 222 1 83 3 309
Acquisitions 68 5 3 0 76
Additions 15 – 69 0 84
Cancellations –1 –1 –0 – –3
Depreciation –85 –3 –48 –1 –136
Exchange rate differences 14 0 4 0 18
Closing balance, December 31, 2024 234 1 111 3 348
SEKm Buildings Machinery Vehicles
Other
equipment Total
Opening balance, January 1, 2025 234 1 111 3 348
Acquisitions – – – – –
Additions 44 0 51 1 96
Cancellations –0 – –0 – –1
Depreciation –67 –1 –54 –1 –123
Exchange rate differences –27 –0 –6 –0 –34
Closing balance, December 31, 2025 182 1 101 3 287
Lease expenses
SEKm 2025 2024
Lease expenses
Short-term leases –0 –1
Leases of low-value assets –0 –0
Depreciation –123 –136
Variable lease payments –11 –9
Total –134 –146
Lease liability, interest expense –15 –16
Total cash outflow from lease contracts for 2025 amounts to
SEK 149m (162). There were no committed lease contracts for which
the commencement date has not yet occurred neither at year-end
2025 nor 2024.
For information on maturity profile, see note 18.
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Note 9
FINANCIAL INCOME AND
FINANCIAL EXPENSES
Note 10 TAXES
Note 8 LEASES, CONT.
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Note 10 TAXES, CONT.
Note 11 OTHER COMPREHENSIVE INCOME
SEKm 2025 2024
Items that will not be reclassified
to income for the period:
Remeasurement of provisions
for post-employment benefits
Opening balance, January 1 119 26
Gain/loss to other comprehensive income 8 106
Income tax relating to items that will not be
reclassified –2 –13
Closing balance, December 31 126 119
Items that may be reclassified subsequently
to income for the period:
Cash flow hedges
Opening balance, January 1 –11 –12
Gain/loss to other comprehensive income 2 2
Income tax cash flow hedges –0 –0
Closing balance, December 31 –9 –11
Exchange differences on translation
of foreign operations
Opening balance, January 1 696 390
Translation differences –656 211
Extended net investment –189 119
Net investment hedge 162 2
Income tax net investment hedge
and extended net investment 6 –25
Closing balance, December 31 18 696
Cost of hedging
Opening balance, January 1 28 –
Cost of hedging 3 35
Income tax cost of hedging –1 –7
Closing balance, December 31 30 28
Other comprehensive income, net of tax –668 429
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Note 12 PROPERTY, PLANT AND EQUIPMENT
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Note 12 PROPERTY, PLANT AND EQUIPMENT, CONT.
Parent company
SEKm
Land and land
improvements Buildings
Machinery and
technical installations Other equipment
Plants under construction
and advances Total
Acquisition costs
Opening balance, January 1, 2024 10 95 493 105 47 750
Acquired during the year – – – – 120 120
Transfer of work in progress and advances – 1 54 1 –56 –
Sales, scrapping, etc. – – –17 – – –17
Closing balance, December 31, 2024 10 96 530 106 111 853
Acquired during the year – – – – 173 173
Transfer of work in progress and advances – 1 24 3 –28 –
Sales, scrapping, etc. – – –5 – – –5
Closing balance, December 31, 2025 10 97 549 109 256 1,021
Accumulated depreciation
Opening balance, January 1, 2024 5 29 390 93 0 517
Depreciation for the year – 3 23 5 – 30
Sales, scrapping, etc – – –17 – – –17
Closing balance, December 31, 2024 5 32 396 98 0 531
Depreciation for the year 1 3 28 4 – 36
Sales, scrapping, etc – – –5 – – –5
Closing balance, December 31, 2025 6 35 419 102 0 562
Net carrying amount, December 31, 2024 5 64 134 8 111 322
Net carrying amount, December 31, 2025 4 62 130 7 256 459
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Note 13 GOODWILL AND OTHER INTANGIBLE ˛
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Note 13 GOODWILL AND OTHER INTANGIBLE ASSETS, CONT.
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Note 13 GOODWILL AND OTHER INTANGIBLE ASSETS, CONT.
Amortization of intangible assets has been included in Cost of
goods sold in the amount of SEK 86m (93). Administrative expenses
of SEK 8m (9) and Selling expenses of SEK 125m (128) are included
in the consolidated statement of comprehensive income. No
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Note 14 OTHER NON-CURRENT ASSETS
Group Parent Company
SEKm 2025 2024 2025 2024
Shares in subsidiaries – – 9,187 7,127
Long-term financial
receivables from
subsidiaries 20 14 813 2,285
Long-term operational
receivables 92 90 – –
Total 112 104 10,000 9,412
Parent Company, long-term financial receivables from subsidiaries
include loans and expected credit loss of SEK 4m (8).
Shares in subsidiaries
Parent Company
SEKm 2025 2024
Accumulated cost
Opening balance, January 1 9,712 8,451
Investments – 1,261
Divestments – –
Shareholders’ contribution 2,223 –
Closing balance, December 31 11,935 9,712
Accumulated impairment
Opening balance, January 1 2,585 2,584
Revaluation fair value hedge* 163 –
Impairment – 1
Closing balance, December 31 2,748 2,585
Total 9,187 7,127
* Related to revaluation of shares in subsidiary in connection with the fair
value hedge in the Parent Company.
The main reason for the impairment is lower future statutory expected
profit generation.
Note 15 INVENTORIES
Group Parent Company
SEKm 2025 2024 2025 2024
Raw materials 627 694 64 77
Work in progress 81 107 13 15
Finished products 1,010 1,097 230 214
Advances to suppliers 2 2 – –
Total 1,720 1,899 307 306
The cost of inventories recognized as expense and included in
Cost of goods sold, amounted to SEK 6,669m (6,969) for the Group.
Write-downs due to obsolescence amounted to SEK 67m (62)
and reversals, due to scrapping or sale of previous write-downs
amounted to SEK 76m (95) for the Group. The amounts have been
included in the item Cost of goods sold in the Statement of compre-
hensive income.
Note 16 OTHER CURRENT ASSETS
SEKm 2025 2024
VAT receivable 140 184
Prepaid expenses and accrued income 92 105
Prepaid interest expenses and
accrued interest income 3 2
Derivatives 273 85
Miscellaneous short-term receivables 20 25
Total 528 401
Miscellaneous short-term receivables include advances to
employees and receivables from tax agencies.
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Note 17 TRADE RECEIVABLES
Group Parent Company
SEKm 2025 2024 2025 2024
Trade receivables 2,111 2,185 223 354
Provisions for expected
credit loss –61 –67 –12 –12
Trade receivables, net 2,050 2,117 211 342
Provisions in relation to
trade receivables, % 2.9 3.1 5.4 3.4
Provisions for expected credit loss
Group Parent Company
SEKm 2025 2024 2025 2024
Provisions, January 1 –67 –76 –12 –13
Acquisition of operations – –1 – –
Charged/released to
PL, net –6 –1 – 1
Actual credit losses 9 13 – –
Exchange rate
differences and other
changes 4 –2 – –
Provisions, December 31 –61 –67 –12 –12
Aging analysis of trade receivables past due
Group Parent Company
SEKm 2025 2024 2025 2024
Trade receivables not
overdue 1,860 1,923 223 348
Past due date 1–15 days 112 99 – 5
Past due date 16–60
days 61 79 – 1
2–6 months overdue 45 43 – –
6–12 months overdue 11 13 – –
More than 1 year 22 29 – –
Provision for expected
credit loss –61 –67 –12 –12
Total trade receivables 2,050 2,118 211 342
For accounts receivable that are not yet due and those past their
due date by up to 60 days, 0% of the amount is reserved. For ac-
counts receivable that are past their due date by between 2 and 6
months, 54% is reserved. Accounts receivable that are past their due
date by between 6 and 12 months, and accounts receivable that
are more than 12 months past their due date are reserved at 100%.
The percentages refer to the 2025 year end. Based on historical
experience, default is not considered until after 6 months past due.
Note 18 FINANCIAL INSTRUMENTS
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Note 18 FINANCIAL INSTRUMENTS, CONT.
Changes in liabilities arising from financing
Group Cash flow Non-cash flow
2025
SEKm Opening balance Amortization New debt Acquisitions
Additions/ can-
cellations
Exchange rate
differences
Closing
balance
Long-term borrowings (including short-term part of long-term) 2,511 –131 – – – –48 2,332
Short-term borrowings (excluding short-term part of long-term) 383 –1,110 734 – – –1 6
Lease liabilities 362 –124 96 – –1 –35 298
Total 3,256 –1,365 830 – –1 –84 2,636
Group Cash flow Non–cash flow
2024
SEKm Opening balance Amortization New debt Acquisitions
Additions/
cancellations
Exchange rate
differences
Closing
balance
Long–term borrowings (including short–term part of long–term) 1,266 –2,185 2,900 585 – –55 2,511
Short–term borrowings (excluding short-term part of long-term) 642 –1,834 1,527 48 – – 383
Lease liabilities 319 –134 86 76 –3 17 362
Total 2,227 –4,153 4,513 709 –3 –38 3,256
Parent Company Cash flow Non-cash flow
2025
SEKm Opening balance Amortization New debt
Change in
financial liabilities,
subsidiaries Acquisitions
Additions/
cancellations
Exchange rate
differences
Closing
balance
Long-term borrowings (including short-term part of long-term) 2,511 –131 – – – – –47 2,333
Short-term borrowings (excluding short-term part of long-term) 488 –366 – –26 – – – 96
Total 2,999 –497 – –26 – – –47 2,429
1) Of the SEK 96m, SEK 0m is presented as short-term borrowings in the balance sheet and SEK 96m is disclosed as part of payables to subsidiaries.
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Note 18 FINANCIAL INSTRUMENTS, CONT.
Parent Company Cash flow Non-cash flow
2024
SEKm Opening balance Amortization New debt
Change in
financial liabilities,
subsidiaries Acquisitions
Additions/
cancellations
Exchange rate
differences
Closing
balance
Long-term borrowings (including short-term part of long-term) 1,266 –1,600 2,900 – – – –55 2,511
Short-term borrowings (excluding short-term part of long-term) 656 –276 – 108 – – – 488
Total 1,922 –1,876 2,900 108 – – –55 2,999
1) Of the SEK 488m, SEK 366m is presented as short-term borrowings in the balance sheet and SEK 122m is disclosed as part of payables to subsidiaries.
Parent Company Carrying amount
SEKm, borrowings
Description of loan Duration Interest rate Currency
Nominal
amount 2025 2024
AB Svensk Exportkredit 2020–2027 Floating, 3 months SEK 600 600 600
Nordic Investment Bank 2021–2028 Floating, 6 months EUR 40 289 458
Long-term loans 889 1,058
SEK MTN Programme 2024–2026 Floating, 3 months SEK 400 0 400
SEK MTN Programme 2024–2027 Floating, 3 months SEK 650 650 650
SEK MTN Programme 2024–2029 Fixed rate SEK 250 250 250
Bond Loans 900 1,300
Long-term borrowings 1,789 2,358
Commercial paper 2024 Floating, 3 months SEK 370 – 366
Loan from subsidiaries 2025 Fixed rate SGD 0.5 – 4
Loan from subsidiaries 2026 Fixed rate EUR 6.8 73 78
Loan from subsidiaries 2026 Fixed rate EUR 2.1 23 40
Short-term part of
long-term loans, NIB 144 153
Short-term part of
long-term loans, MTN 400 –
Short-term borrowings 640 641
Total borrowings 2,429 2,999
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Note 18 FINANCIAL INSTRUMENTS, CONT.
Repayment schedule for long-term borrowings, December 31, 2025
SEKm 2026 2027 2028 2029 2030 2031– Total
Bond loans 400 650 – 250 – – 1,300
Bank and other loans 144 744 144 – – – 1,032
Total 544 1,394 144 250 – – 2,332
Commercial flows
The Electrolux Professional Financial Policy states that:
• Group Treasury, in alignment with The Group Management Team,
can activate hedging for currency exposures from invoiced flows
at Group level. Forecasted flows should normally not be hedged,
as these exposures should be mitigated commercially, with natural
hedges and price adjustments.
• The Head of Group Treasury is authorized to approve hedging of
known flows, such as internal dividends or M&A related payments,
that due to timing reasons cause a temporary exposure to the
Group.
The table below shows the expected transaction flows, imports and
exports netted at subsidiary level, for the 12-month period of 2026,
based on actual figures from the previous year.
Forecasted transaction flows and hedges
SEKm SEK THB SGD CHF EUR JPY NOK DKK GBP USD Other Total
Inflow of currency, long
position 899 107 4 10 714 64 119 130 201 867 176 3,289
Outflow of currency, short
position –1,738 –509 –86 –61 –752 –4 0 –8 –9 –96 –25 –3,289
Gross transaction flow –839 –403 –82 –52 –38 60 119 122 192 771 151 0
Hedges 33 51 1 –10 74 –6 –1 0 –5 –129 –6 0
Net transaction flow –806 –352 –82 –62 35 54 118 121 187 642 145 0
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Note 18 FINANCIAL INSTRUMENTS, CONT.
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Note 18 FINANCIAL INSTRUMENTS, CONT.
2025
1
2024
1
Parent Company
SEKm
Hierarchy
level
Carrying
amount
Hierarchy
level
Carrying
amount
Trade receivables 401 506
Financial assets at amortized cost 211 342
Financial assets at amortized cost, subsidiaries 190 164
Derivatives 276 89
Financial assets at fair value through profit or loss 80 2 51
Financial assets in hedge relations 196 2 38
Long-term financial assets 813 2,285
Financial assets at amortized cost, subsidiaries 813 2,285
Short-term financial assets 818 1,384
Financial assets at amortized cost, subsidiaries 818 1,384
Cash and cash equivalents 714 616
Financial assets at amortized cost 714 616
Total financial assets 3,022 4,880
Financial liabilities
Long-term borrowings 1,789 2,358
Financial liabilities at amortized cost 1,789 2,358
Trade payables 629 688
Financial liabilities at amortized cost 428 397
Financial liabilities at amortized cost, subsidiaries 201 291
Short-term borrowings² 1,878 1,971
Financial liabilities at amortized cost 544 519
Financial liabilities at amortized cost, subsidiaries 1,334 1,452
Derivatives 18 57
Financial liabilities at fair value through profit or loss 14 2 49
Financial liabilities in hedge relations 4 2 8
Total financial liabilities 4,314 5,074
1) Carrying amount equals fair value except for long-term and short-term borrowings with a combined fair value of SEK
2,359m (2,917). The calculation of fair value of the Group’s borrowings is level 2 in the fair value hierarchy.
2) Of the SEK 1,878m (1,971), SEK 544m (519) is presented in the balance sheet as short-term borrowings and SEK 1,536m
(1,744) is disclosed as part of payables to subsidiaries.
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Note 18 FINANCIAL INSTRUMENTS, CONT.
Note 19
Assets pledged for liabilities
to credit institutions
There are no pledged assets to be disclosed for 2025 nor for 2024.
Note 20 SHARE CAPITAL, NUMBER OF SHARES, AND EARNINGS PER SHARE
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Note 21 POST-EMPLOYMENT BENEFITS
Post-employment benefits
The Group sponsors pension plans in many of the countries in
which it has activities. Pension plans can be defined contribution
The majority of the funded pension obligation is attributable to
the Swiss pension plan, where benefits are career average in nature.
Contributions are paid to a pension foundation and a recovery plan
has to be set up if the plan is underfunded on a local funding basis.
Swiss laws do not state any specific way of calculating an employer‘s
additional contribution and because of that there is normally no
minimum funding requirement. Benefits are paid from the plan assets.
In France and Italy, provisions are made for compulsory sever-
ance payments, these provisions cover the Group’s commitment to
pay employees a lump sum upon reaching retirement age, or upon
the employees’ dismissal or resignation, these plans are unfunded.
Unfunded pension plans also exist in other countries within the
Group, such as Austria, Thailand, and Japan.
Commitments for retirement pension for salaried employees
in Sweden related to ITP2 are guaranteed through insurance with
Alecta. In accordance with a statement from the Swedish Financial
Reporting Board, UFR10, this is a defined benefit multi-employer
plan. For the 2024 financial year, the company did not have access
to information that would enable it to report its proportional share
of the plan’s obligation, plan assets and costs, which means that
the plan could not be reported as a defined benefit plan, therefore
reported as a defined contribution plan. On December 31, 2025,
Alecta’s surplus, which can be distributed between the policy holder
and/or the persons insured in the form of the collective consolida-
tion rate, preliminary amounted to 167% (162). The collective con-
solidation rate comprises the market value of Alecta’s assets as a
percentage of the insurance commitments produced in accordance
with Alecta’s actuarial calculation assumptions, which are not in
agreement with IAS 19. The collective consolidation level is normally
allowed to vary between 125 to 170%. If the collective consolidation
level falls below 125%, one measure could be raising the contractual
premiums for taking up new insurance and expanding existing ben-
efits. If collective consolidation exceeds 150%, one action could be
to implement premium reductions. Expected fees for the next report-
ing period for ITP2 insurance with Alecta amount to SEK 14m (14).
The discount rate used for the calculation of expenses during
2025 was 1.19% on average, which was the same rate used to
estimate liabilities at the end of 2024.
An explanation of the amounts in the financial statements relating
to defined benefit obligations is presented in the following table.
SEKm
December 31,
2025
December 31,
2024
Amounts included in
the balance sheet
Funded plans
Present value of funded obligations 829 935
Fair value of plan assets –1,107 –1,110
Effect of asset ceiling 155 59
Net amount (surplus)/deficit,
funded plans –123 –116
Average duration of the obligation,
years 11.1 13.2
Unfunded plans
Present value of unfunded
obligations 126 145
Average duration of the obligation,
years 7.5 8.6
Total net amount (surplus)/deficit 3 29
Of which reported as:
Pension plan assets 123 116
Provisions for post-employment
benefit plans 126 145
SEKm 2025 2024
Pension cost
Service cost –9 –17
Interest income/expense, net –2 –4
Pension cost, defined benefit plans –11 –21
Pension cost, defined contribution plans –85 –85
Pension cost included in income
for the period –96 –106
Remeasurement gain/loss attributable to
defined benefit plans 10 108
Total pension cost included in other
comprehensive income –86 2
Amounts included in the
cash flow statement
Contributions by the employer –11 –12
Benefits paid by the employer –13 –14
Major assumptions for the valuation
of the liability
Funded plans
Longevity, years,
1
Male 22.0 21.9
Female 23.8 23.7
Inflation, %
2
1.0 1.0
Discount rate, % 1.2 0.9
Unfunded plans
Inflation, %
2
1.9 1.9
Discount rate, % 3.6 2.9
1) Expressed as the average life expectancy of a 65-year-old person in
number of years.
2) General inflation impacting salary and pensions increases.
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Note 21 POST-EMPLOYMENT BENEFITS, CONT.
Reconciliation of change in present value of funded
and unfunded obligations
SEKm 2025 2024
Opening balance, January 1 1,080 980
Current service cost 17 17
Special events –8 –
Interest expense 13 16
Remeasurement arising from changes in
financial assumptions –30 53
Remeasurement from changes in
demographic assumptions –1 –
Remeasurement from experience –2 30
Contributions by plan participants 11 12
Benefits paid –73 –86
Exchange differences –53 18
Settlements and other 1 40
Closing balance, December 31 955 1,080
Reconciliation of change in
the fair value of plan assets
SEKm 2025 2024
Opening balance, January 1 1,110 1,057
Interest income
1
11 14
Return on plan assets, excluding amounts
included in interest
1
75 69
Net contribution by employer 11 12
Contribution by plan participants 11 12
Benefits paid –60 –72
Exchange differences –51 18
Closing balance, December 31 1,107 1,110
1) The actual return on plan assets amounts to SEK 86m (83).
Risks
There are three main categories of risks related to defined benefit
obligations and pension plans. Increased longevity and inflation
of salary and pensions may increase the future pension payments
and, hence, increase the pension obligation. Pension plan assets
are invested in a variety of financial instruments and are exposed
to market fluctuations. The discount rate used for measuring the
present value of the obligation may fluctuate, which impacts the
valuation of the Defined Benefit Obligation (DBO). The discount rate
also impacts the size of the interest income and expense that is re-
ported in the Financial items and the service cost. Expected salary
increase and mortality assumptions are based on local conditions
in each country and changes in those assumptions affect the mea-
sured obligation.
Below is the sensitivity analysis for the main financial assump-
tions and the potential impact on the present value of the defined
pension obligation. Note that the sensitivities are not meant to ex-
press any view by Electrolux Professional Group on the probability
of a change.
Sensitivity analysis on defined benefit obligation
SEKm 2025 2024
Longevity +1 year 24 29
Inflation +0.5%¹ 8 13
Discount rate +1% –93 –125
Discount rate –1% 115 159
1) The inflation change feeds through to other inflation-dependent
assumptions, i.e., pension increases and salary growth.
In 2026, the Group expects to pay a total of SEK 19m (19) in contri-
butions to the pension funds and as payments of benefits directly to
the employees.
Market value of plan assets by category
SEKm 2025 2024
Fixed income 263 284
Equity 339 327
Other alternative assets 139 136
Real estate 351 353
Cash 15 10
Total value of plan assets 1,107 1,110
Investment strategy and risk management
The assets held in funds are managed professionally by asset man-
agers who propose portfolio allocations based on a framework de-
cided by the fund boards. Risks related to pension obligations, e.g.,
mortality and inflation, are monitored on an ongoing basis by the
Group Finance Governance Board.
Governance
Defined-benefit pensions and pension plan assets are governed by
the Group Finance Governance Board, which meets 3 to 4 times per
year and has the following responsibilities:
• Approve the financial and actuarial assumptions to be used in the
calculations of the Pension Funds’ assets and liabilities.
• Initiate processes for new plans, changes to plans, or termination
of plans if such actions are found necessary.
• Approve the election of company representatives in the local
Board of Trustees (or equivalent).
Parent Company
Commitments for retirement pensions for salaried employees in
Sweden related to ITP2 are guaranteed through insurance with
Alecta, hence reported as a defined-contribution plan, equal to
ITP1.
Total pension expense for the Parent Company amounted
SEK 45m (39). Expected fees for the next reporting period for ITP2
insurance with Alecta amount to SEK 14m.
P. 179 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 22 OTHER PROVISIONS
Note 23 OTHER LIABILITIES
P. 180 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 25 ACQUIRED AND DIVESTED OPERATIONS
Acquisitions in 2025
No acquisitions were made in 2025.
Acquisitions in 2024
TOSEI Corporation
On January 10, 2024, Electrolux Professional acquired 100% of the
shares in TOSEI Corporation in a cash deal. The enterprise value
amounted to JPY 23,006m corresponding to SEK 1,620m.
TOSEI, founded in 1950, had sales of approximately SEK 940m
during 2023. After synergies, the EBITA margin is expected to be
well in line with Electrolux Professional’s EBITA target of 15%. The
company has approximately 340 employees and is based in Tokyo.
TOSEI operates one manufacturing facility in Izunokuni, Shizuoka
and has six regional sales offices in Japan. The company supplies
washers, dryers, combined washers and dryers, tabletop vacuum
packing machines, and stationary vacuum packing machines under
the main brands TOSEI and TOSPACK.
The acquisition of TOSEI makes Electrolux Professional a larger
player in Japan, which is the second largest laundry market and
third largest food-service market globally. In addition, Electrolux
Professional will be able to expand the vacuum packing products
that are already used globally in the fast-growing segment of
sous-vide cooking.
Goodwill mainly represents the value of increasing Electrolux
Professional's presence in Japan. Goodwill will not be deductible for
income tax.
TOSEI's net sales and operating income from January 1, 2024,
to the completion of the deal are immaterial and have been in-
cluded fully in the consolidated financial statements of Electrolux
Professional. TOSEI has for the period January until the end of the
reporting period contributed to net sales and operating income
(including amortization of surplus values) by JPY 11,518m and JPY
28m respectively, approximately SEK 805m and SEK 2m respectively.
Approximately 70% of the business is included in the Laundry
segment and 30% in Food & Beverage.
Transaction costs
Transaction costs during 2023 related to the acquisition amounted
to SEK 7m and were expensed as incurred during the acquisition
process in operating income within Group Common Costs.
Transaction costs incurred during 2024 amount to SEK 4m and
have been included in operating income in Food & Beverage with
SEK 1.3m and in Laundry with SEK 2.7m.
Adventys
On April 26, 2024, Electrolux Professional acquired 100% of the
shares in Adventys in a cash deal. The enterprise value amounted to
EUR 22.1m corresponding to SEK 259m.
Adventys, founded in 1999, designs and produces induction
cooking equipment, and has approximately 40 employees, whereof
several in R&D, and is based with one factory in Seurre, France. The
company had global sales of approximately SEK 70m in 2023, and
an EBITA margin higher than Electrolux Professional’s EBITA-target
of 15%.
The acquisition of Adventys gives Electrolux Professional access
to the development of our own induction technology while at the
same time maintaining and strengthening Electrolux Professional’s
leadership in horizontal cooking. Goodwill mainly represents the
value of increasing Electrolux Professional's know-how in induction
technology. Goodwill will not be deductible for income tax.
Adventys net sales and operating income from January 1, 2024,
to the completion of the deal amounted to EUR 2.2m and EUR
0.03m respectively, approximately SEK 25.4m and SEK 0.3m re-
spectively. Adventys is included in Electrolux Professional’s consol-
idated accounts from the acquisition date. For the period from the
acquisition date until the end of the reporting period Adventys has
contributed to net sales and operating income (including amorti-
zation of surplus values) by EUR 3.8m and EUR -0.13m respectively,
approximately SEK 43.2m and SEK –1.5m respectively. The business
is included in the segment Food & Beverage.
Transaction costs
Transaction costs during 2024 related to the acquisition amount to
SEK 4.7m. The costs have been expensed in operating income in
segment Food & Beverage with SEK 4.2m and SEK 0.5m in Group
common costs.
Purchase price allocation
2024
SEKm Adventys
TOSEI
Corporation
Consideration
Enterprise value 259 1,620
Less financial debt – –628
Cash paid for the acquisition 259 992
Recognized amounts of assets
acquired and liabilities assumed
Property plant and equipment,
owned
16 88
Property plant and equipment,
right-of-use
8 69
2024
SEKm Adventys
TOSEI
Corporation
Intangible assets 136 610
Inventories 25 177
Trade receivables1 13 201
Other current and non-current assets 2 108
Trade payables –3 –208
Government grants –2 –
Other operating liabilities –51 –337
Total identifiable net assets acquired 142 708
Cash and cash equivalents 19 89
Lease liabilities –8 –69
Borrowings –13 –624
Assumed net debt –2 –603
Goodwill 118 887
Total 259 992
1) Trade receivables
Trade receivables, gross 14 201
Provision for expected credit losses –1 –0
Total 13 201
Payments for acquisitions
SEKm 2024
Cash paid for acquisitions made
during the year
259 992
Cash and cash equivalents
in acquired operations
–19 –89
Total paid 240 903
P. 181 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 26 EMPLOYEES AND REMUNERATION
P. 182 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 26 EMPLOYEES AND REMUNERATION, CONT.
Compensation to Board members
2025 2024
SEK thousand
Ordinary
compensation
Compensation for
committee work
Total
compensation
Ordinary
compensation
Compensation for
committee work
Total
compensation
Kai Wärn, Chairman 1,884 109 1,993 1,740 100 1,840
Lorna Donatone* ¹ 192 36 228 663 138 801
Hans Ola Meyer 626 231 857 579 213 792
Daniel Nodhäll 626 258 884 579 238 817
Martine Snels 626 149 775 579 138 717
Carsten Voigtländer 626 – 626 579 – 579
Katharine Clark 626 – 626 579 – 579
Josef Matosevic* 710 149 859 622 109 731
Shannon Garcia* 518 – 518 – – –
Joachim Nord – – – – – –
Jens Pierard – – – – – –
Per Magnusson – – – – – –
Helen Åkerman – – – – – –
Total compensation 6,434 932 7,366 5,920 936 6,856
*) The members resident in the United states have received additional USD 4,000 per ordinary meeting they attended in Sweden or Italy according to the decision
at the Annual General Meetings 2024 and 2025, included in above table as part of ordinary compensation.
1) Left the Board May 7, 2025.
Compensation for the Board of Directors
The Annual General Meeting (AGM) determines the compensation
for the Board of Directors for a period of one year until the next
AGM, including the compensation for committee work. The com-
pensation is distributed between the Chairman and other Board
members and is paid quarterly in advance. The compensation paid
in 2025 encompasses one quarter of the compensation authorized
by the AGM in 2024 and three quarters of the compensation autho-
rized by the AGM in 2025. Total compensation paid in cash in 2025
amounted to SEK 7.4m, of which SEK 6.4m included ordinary com-
pensation and SEK 0.9m was for committee work.
Remuneration guidelines for the Group Management Team
The current guidelines were approved by the AGM in 2024. The
guidelines apply until the AGM 2028.
The remuneration terms emphasize ‘pay for performance’ and
vary with the performance of the individual and the Group. The total
remuneration for the Group Management Team is to be strongly tied
to the position held, consistent with market practice, and may com-
prise the following components: annual fixed compensation, variable
compensation, and other benefits such as pension and insurance.
The following describes the guidelines for determining the amount
of remuneration, for detailed guidelines see pages 57–58.
• Fixed compensation must be competitive relative to the relevant
country market and reflect the scope of the job responsibilities.
Fixed compensation consists of annual base salary and may, if
locally stipulated by mandatory collective agreement provisions,
also include a fixed non-compete component. Base salary levels
are to be reviewed periodically (usually annually) to ensure contin-
ued competitiveness and to recognize individual performance.
• Variable compensation may consist of short-term and long-term
incentives. Following the ‘pay for performance’ principle, variable
compensation must represent a significant portion of the total po-
tential compensation for the Group Management Team. Variable
compensation must always be measured against pre-defined tar-
gets and have a maximum above which no payout is to be made.
Both short-term incentives' and long-term incentives' entitlement
must be dependent on job level and the variable compensation,
for each STI and LTI respectively, must not amount to more than
100% of the annual base salary.
• Pension and Benefits such as old-age and survivor’s pension,
disability benefits, and healthcare benefits must be designed to
reflect home-country practices and requirements. When possible,
pension plans are to be based on defined contribution. In indi-
vidual cases, depending on provisions in collective bargaining
agreements, tax and/or social security legislation to which the
individual is subject, other schemes, and mechanisms for pension
benefits may be approved. Other benefits may consist of a com-
pany car, housing, and private health insurance.
• The notice period for the President and CEO must be 12 months if
Electrolux Professional Group initiates termination of the employ-
ment and 6 months if the President and CEO initiates termination
of the employment. For other members of the Group Management
Team the notice period is between 6 to 12 months if Electrolux
Professional Group initiates termination of the employment and
3 to 6 months if the Group Management Team member initiates
termination of the employment. In individual cases, contractual
severance pay may be approved in addition to the notice periods.
The Board of Directors may temporarily resolve to deviate from
the guidelines, in whole or in part, if in a specific case there is spe-
cial cause for the deviation and a deviation is necessary to serve
the Company’s long-term interests, including its sustainability, or to
ensure the Company’s financial viability.
President and CEO
The remuneration package for the President and CEO comprises
fixed cash compensation, variable compensation, and other bene-
fits such as pension and insurance. For the President and CEO, the
annualized base salary for 2025 was set at EUR 686,946 (approxi-
mately SEK 7,600,000).
The variable compensation for the President and CEO consists
of both short-term cash-based incentive (STI) and long-term share-
based incentive (LTI). STI is based on fixed financial targets at
Group level and LTI is based on fixed financial and ESG targets at
Group level. STI can give a maximum of 100% of annual base salary
and LTI can give a maximum of 100% of annual base salary.
The notice period for the Company is 12 months and for the
President and CEO it is 6 months. The President and CEO is entitled
to 12 months' severance pay.
The President and CEO accrues pension entitlements in accor-
dance with Italian social security legislation for pensions. A vol-
untary defined contribution pension scheme is offered (Previndai)
through which the Company matches contributions of up to EUR
12,000 per year. In addition, the company also contributes to the
Italian statutory TFR.
Healthcare benefits are provided in accordance with the collec-
tively agreed plan rules of FASI and Assidai designed for Executives
(Dirigenti).
Other Members of the Group Management Team
Like the President and CEO, other members of the Group
Management Team receive a remuneration package that comprises
P. 183 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 26 EMPLOYEES AND REMUNERATION, CONT.
fixed cash compensation, variable compensation, and other bene-
fits such as pension and insurance. Base salary is reviewed annually
per January 1.
The variable compensation for other members of the Group
Management consists of both short-term cash-based incentive (STI)
and long-term share-based incentive (LTI). STI is based on financial
targets at Group level, and for Business Area Heads it is based on
Business Area and Group level. LTI is based on fixed financial and
ESG targets at Group level. STI and LTI can each give a maximum
of 60-100% of annual base salary depending on job level.
The notice period for other members of the Group Management
Team is between 6 to 12 months if Electrolux Professional initiates
termination of the employment and 3 to 6 months if the Group
Management Team member initiates termination of the employment.
The Group Management Team members employed in Italy,
similar to the President and CEO, also accrue pension entitlements
in accordance with Italian social security legislation for pensions,
and are eligible to participate in the voluntary defined contribution
pension scheme offered (Previndai) through which the Company
matches contributions of up to EUR 12,000 per year. In addition, the
company also contributes to the Italian statutory TFR.
Healthcare benefits are provided in accordance with the collec-
tively agreed plan rules of FASI and Assidai designed for managers
(Dirigenti).
The Group Management Team members employed in Sweden
up until 2025 are covered by the collectively agreed ITP1 (a defined
contribution plan), and a top-up plan providing 30% of fixed salary
and STI, or by the ITP2 and the Alternative ITP rule. New members
of Group Management employed in Sweden as of 2025 instead
receive a pension entitlement where the aggregated contribution is
30% of annual base salary, including contributions to ITP1.
The Alternative ITP plan is a defined contribution plan in which
the contribution increases with age. The contribution is between
20% and 40% of pensionable salary, between 7.5 and 30 income
base amounts and 20% of pensionable salary above 30 income
base amounts. The pensionable salary under the alternative ITP
plan is calculated as the current fixed salary including vacation pay,
plus the average short-term variable salary for the last three years.
For Group Management Team members employed outside of
Italy and Sweden, varying terms of employment, pensions and other
benefits, such as a company car, may apply depending on the
country of employment.
Remuneration to Group Management
2025
SEK thousand
Annual
fixed salary¹
Short-term
variable salary²
Long-term
variable salary³
Pension
contribution
Other
benefits⁴
Social security
contribution Total
President & CEO 8,080 1,395 2,658 682 401 2,652 15,868
Other members of
Group Management⁵ 34,301 5,165 11,864 5,139 7,577 10,444 74,491
Total 42,381 6,560 14,522 5,821 7,978 13,096 90,359
1) The annual fixed salary includes annual base salary, vacation salary, paid vacation days, and fixed non-compete components.
2) Variable salary earned in 2025, to be paid in 2026.
3) Cost incurred in 2025 for the long-term share-based incentive programs. At the closing of the books the actual outcome wasn't known and the cost for 2025 is
based on an outcome of 30%. The adjustment to 46% will be made during 2026.
4) Includes allowances and other benefits such as housing, company car, medical insurance, and retention bonus.
5) Other members comprised of 11 people at the end of 2025. Remuneration for other members of Group Management includes General Counsel, Carolina Tendorf,
who served until October 2025, and General Counsel, Cecilia Swolin, who assumed the role in November 2025.
2024
SEK thousand
Annual
fixed salary¹
Short-term
variable salary²
Long-term
variable salary³
Pension
contribution
Other
benefits⁴
Social security
contribution Total
President & CEO 7,865 3,488 4,925 614 427 3,555 20,874
Other members of
Group Management⁵ 35,238 11,593 15,997 4,200 5,154 13,998 86,180
Total 43,104 15,081 20,922 4,814 5,581 17,553 107,055
1) The annual fixed salary includes annual base salary, vacation salary, paid vacation days, and fixed non-compete components.
2) Variable salary earned in 2024, paid in 2025.
3) Cost incurred in 2024 for the long-term share-based incentive programs.
4) Includes allowances and other benefits such as housing, company car, medical insurance, and retention bonus.
5) Other members comprised 11 people at the end of 2024.
P. 184 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 26 EMPLOYEES AND REMUNERATION, CONT.
Note 27 FEES TO AUDITORS
At the 2025 Annual General Meeting Deloitte was appointed as au-
ditor for the period until the end of the 2026 Annual General Meeting.
Group Parent Company
SEKm 2025 2024 2025 2024
Deloitte
Audit fees
1
20 18 7 6
Audit-related fees
2
1 0 – –
Tax fees
3
0 0 – –
All other fees 0 0 – –
Total fees to Deloitte 21 19 7 6
Audit fees to other audit
firms 0 1 – –
Total fees to auditors 21 20 7 6
1) Audit fees consist of fees for the annual audit-services engagement and
other audit services, which are those services that only the external auditors
reasonably can provide, and includes the Group audit, statutory audits,
comfort letters and consents, and attest services.
2) Audit-related fees consist of fees for assurance and related services that
are reasonably related to the performance of the audit of the accounts and
annual reports of the Group and group companies traditionally performed
by the external auditors, and include consultations concerning financial
accounting and reporting standards, internal control reviews, and reviews
of interim reports.
3) Tax fees include tax compliance and tax consultation services.
Note 28
TRANSACTIONS
WITH RELATED PARTIES
Note 29
UNTAXED RESERVES AND
APPROPRIATIONS, PARENT
COMPANY
SEKm
December 31,
2025 Appropriations
December 31,
2024
Accumulated
depreciation in
excess of plan
Brands – – –
Licenses – – –
Machinery and
equipment 71 –5 76
Buildings – – –
Other – – –
Total 71 –5 76
Group
contributions –52
Total
appropriations –57
P. 185 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 30 SHARES AND PARTICIPATIONS
Group companies
The following table lists the companies included in the Electrolux Professional Group, split into direct and indirect shareholdings by the Parent Company.
Carrying amount
Parent Company
Subsidiaries, direct shareholdings Corp. ID no. Country City of registered office Holding, % Legal form 2025 2024
Electrolux Professional Australia Pty Ltd 634 149 250 Australia Scoresby, Victoria 100% Limited Liability Company 22 22
Electrolux Professional Austria GmbH FN516160 i Austria Brunn Am Gebirge 100% Limited Liability Company 0 0
Electrolux Professional Belgium B.V. 0729.704.769 Belgium Brussels 100% Limited Liability Company 5 5
Electrolux Profissional do Brasil 3563041087-8 Brazil São Paulo 100% Limited Liability Company 0 0
Electrolux (Shanghai) Professional Appliances Co., Ltd. 91310120332328256Q China Shanghai 100% Limited Liability Company 114 114
Electrolux Professional d.o.o 081259831 Croatia Zagreb 100% Limited Liability Company 0 0
Electrolux Professional Czech Republic s.r.o. 08340226 Czech Republic Prague 100% Limited Liability Company 1 1
Electrolux Professionals A/S 24622428 Denmark Hvidovre 100% Limited Liability Company 7 7
Electrolux Professional Oy 0816444-8 Finland Helsinki 100% Limited Liability Company 0 0
Adventys SAS 483 445 011 R.C.S. Dijon France Seurre 100% Limited Liability Company 264 264
Electrolux Professionnel SAS 996750030 France Saint-Denis 100% Limited Liability Company 294 294
Electrolux Professional GmbH HRB20581 Germany Nürnberg 100% Limited Liability Company 252 252
Electrolux Professional Hellas SA AME 322157 Greece Athens 100% Limited Liability Company 0 0
Electrolux Professional Hungary Kft Cg.16-09-018699 Hungary Jászberény 100% Limited Liability Company 0 0
Electrolux Professional India Private Limited U31909HR2019-FTC082077 India Gurgaon 100% Limited Liability Company 2 2
Electrolux Professional S.p.A. 00072220932 Italy Pordenone 99%
1
Limited Liability Company 3,105 3,105
S.P.M Drink Systems S.p.A. 03195610369 Italy Spilamberto 100% Limited Liability Company 179 179
Electrolux Professional Japan Limited
2
01040103326 Japan Tokyo 100% Limited Liability Company 0 32
TOSEI Corporation 0100-01-196927 Japan Tokyo 100% Limited Liability Company 867 997
Electrolux Professional Korea Co., Ltd. 110111-7179248 Korea Seoul 100% Limited Liability Company 0 0
Electrolux Professional Sdn Bhd 147661P Malaysia Petaling Jaya 100% Limited Liability Company 3 3
Electrolux Professional B.V. 33269220 The Netherlands Rotterdam 100% Limited Liability Company 53 53
Electrolux Professional New Zealand Limited 7497977 New Zealand Wellington 100% Limited Liability Company 3 3
Electrolux Professional AS 923830197 Norway Oslo 100% Limited Liability Company 66 66
Electrolux Professional Poland Sp. z o.o. 0000786645 Poland Warsaw 100% Limited Liability Company 0 0
Electrolux Professional Singapore Pte. Ltd. 201919595D Singapore Singapore 100% Limited Liability Company 0 0
Electrolux Professional s.r.o. 31 358 446 Slovakia Bratislava 99%
1
Limited Liability Company 6 6
Electrolux Professional S.A. ESA28238947 Spain Madrid 100% Limited Liability Company 80 80
Electrolux Professional Sweden AB 556025-2081 Sweden Stockholm 100% Limited Liability Company 61 61
P. 186 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 30 SHARES AND PARTICIPATIONS, CONT.
Carrying amount
Parent Company
Subsidiaries, direct shareholdings Corp. ID no. Country City of registered office Holding, % Legal form 2025 2024
Electrolux Professional Holding AB 559006-2278 Sweden Stockholm 100% Limited Liability Company 0 0
Electrolux Professional AG CHE-105.957.638 Switzerland Sursee 100% Limited Liability Company 197 197
Electrolux Professional (Thailand) Co., Ltd. 0105562090821 Thailand Bangkok 100% Limited Liability Company 340 340
Electrolux Professional Durable Consumer Goods Industry
and Trade Joint Stock Company 223730/5 Turkey Istanbul 100% Limited Liability Company 10 10
Electrolux Professional Middle East DMCC DMCC176056 United Arab Emirates Dubai 100% Limited Liability Company 0 0
Electrolux Professional Ltd. 00637383 United Kingdom Luton 100% Limited Liability Company 495 495
Electrolux Professional US Holdings, Inc. EIN 84-3103055 USA Wilmington, Delaware 100% Limited Liability Company 2,761 539
Carrying amount, December 31 9,187 7,127
1) Electrolux Professional Sweden AB holds 1%
2) Merged into TOSEI Corporation in 2025
Subsidiaries, indirect shareholdings Country City of residence Holding, %
Electrolux Professional Laundry Systems France SNC France Rosères-Près-Troyes 100%
Schneidereit GmbH Germany Solingen 100%
UNIC Japan KK Japan Tokyo 100%
GCS Mexico SA de CV Mexico Ciudad Juárez 100%
Electrolux Professional Inc USA Delaware 100%
Note 31 CLIMATE
In preparing the financial statements the management has con-
sidered the potential impact of climate change. Our target was to
reduce CO
2
emissions of Scope 1 & 2 by at least 50% by 2025 com-
pared to 2015, but already in 2023 we achieved our 2025 Scope 1
and 2 emissions targets.
Our climate ambition for 2030 is to become climate neutral within
all our industrial operations by 2030. During 2023 our scope 1, 2, and
scope 3 product use emission targets were validated by the Science
Based Targets initiative (SBTi). The new targets reduce Scope 1 and 2
emissions by 70% by 2030 from a 2019 base year and reduce indirect
use phase emissions of sold products by 27.5% by 2030 from a 2019
base year. Read more in the Sustainability Report on pages 96–104.
Climate-related risks
Climate-related risks may impact the below areas and the financial
statements, but are not considered to be key areas of judgments or
sources of estimation uncertainty in the current financial year.
The purpose of a scenario analysis is to analyze future events by
considering possible alternative outcomes. It is meant as a tool for
companies to make strategic risk management decisions, providing
insights and clarifying predictable and uncertain elements in differ-
ent futures. It is meant to help frame and evaluate climate change's
strategic and financial consequences. We have carried out a climate
scenario risk and opportunity analysis in accordance with the TCFD
recommendations for 2022.
The two scenarios help to identify transition risks and
physical risks:
A. Transition risks are related to the financial risks of not being
prepared for the socio-economic changes of a world striving to
meet the Paris Agreement ambition of limiting global warming to
well below 2°C.
B. Physical risks are related to the financial risks of not being
prepared for the physical changes of a world where ambitious
climate policies fail or fall short, and the global warming of the
world pushes towards 4°C.
P. 187 NotesElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Note 31 CLIMATE, CONT.
Transition risks identified:
• Increased prices due to carbon prices.
• Increased transport prices due to low carbon emission transport.
• Energy price volatility due to energy decarbonization.
• Increased steel prices due to leftover carbon.
• Energy labeling and circular economy legislation impacting the
increase in prices.
Physical risks identified:
• Asian sites are more prone to climate risks.
• Suppliers located in Asia are more prone to climate risks.
Read more in the Sustainability Report on pages 80–82, 96–104 and
Risk Management on pages 59–63.
Products
Our main environmental impact occurs during the product-use
phase (energy, water, detergents), we therefore have a clear
strategy to develop and offer energy-efficient and low-resource-
consuming products. Over the years, Electrolux Professional Group
has invested in new product ranges which are energy efficient
and lower in running costs, and also have less of an impact on the
environment in the form of lower water, energy, and detergent con-
sumption. We have a clear strategy for developing low-carbon and
water/energy-efficient solutions given the EU’s potential regulations
on Eco-design and/or energy labeling, and we continue to be the
market leader in sustainability. By offering integrated products and
services, including logistics and transportation, compared to our
competitors we can reduce complexity for our customers, thereby
reducing greenhouse gas emissions. This has been taken into con-
sideration when assessing the need for impairment of existing prod-
ucts and product development.
For the development of new products we currently invest above
historical levels to reach our sustainability targets and this is consid-
ered in our forecasts underpinning the 2025 financial statements.
Production
The Group's factories are modern and efficient and in the short-
term, energy efficiency is the main focus area. This includes using
less energy and converting to renewable energy sources, reviewing
the replacement of heating systems, ventilation, lighting, insulation,
compressed air, windows, doors etc. and streamlining production
processes. The climate targets for 2025 were already achieved
during 2023 within normal running costs and investments. To reach
our climate ambition for 2030, we initiated a plant decarbonization
study project in five of our plants worldwide. The project resulted in
several initiatives and required investments to achieve the Scope 1
and 2 reduction targets. The necessary investments are covered as
part of normal investment levels. The initiatives also resulted in oper-
ational cost-saving opportunities.
Note 32 EVENTS AFTER THE BALANCE SHEET DATE
Acquisition during 2026
Royal Range
On January 9, 2026, Electrolux Professional acquired the assets of
Royal Range, a US based commercial cooking company, for a pre-
liminary purchase price of USD 20m, approximately SEK 184m. The
final purchase price will be determined when the financials for 2025
are completed.
The acquisition includes a potential additional earnout of up to
USD 13m, approximately SEK 120m, to be paid depending on future
financial performance, in 2026 and 2027.
Royal Range, founded in 1995, designs and produces cooking
equipment that includes ranges, ovens, fryers and countertop cook-
ing appliances. The company has approximately 40 employees,
and has one factory based in Eastvale, California, US.
The business from Royal Range provides a strategically import-
ant addition to Electrolux Professionals existing cooking platform
in the US. It combines and expands our product offering with new
product categories in a positive and synergistic way. By utilizing the
strong sales force of Electrolux Professional, we will be able to sig-
nificantly expand sales of the products from Royal Range.
Goodwill represents mainly the value of increasing the cooking
offer by new products and product categories. Goodwill will be de-
ductible for income tax.
100% of the assets will be included in the segment Food &
Beverage.
Transaction costs
Transaction costs related to the acquisition of the assets in 2025
amounted to SEK 8m and in 2026 SEK 6m and have been expensed
as incurred.
The costs in 2025 have been reported in operating income within
Group Common Costs and the costs in 2026 in the segment Food &
Beverage.
Note 33
PROPOSED DISTRIBUTION
OF EARNINGS
The Board of Directors proposes that income for the year and
retained earnings be distributed as follows.
‘000 SEK
Dividend to the shareholders 273,028
To be carried forward 7,647,132
Total 7,920,160
Purchase price allocation
SEKm 2026
Consideration
Preliminary purchase price 184,196
Cash paid for the acquisition 184,196
Recognized amounts of assets acquired
and liabilities assumed
Property plant and equipment, owned 6,613
Property plant and equipment, right-of-use 12,111
Intangible assets 121,569
Inventories 22,325
Trade receivables
1
6,594
Other current and non-current assets 2,938
Trade payables –1,483
Other operating liabilities –2,201
Total identifiable net assets acquired 168,466
Lease libilities –12,111
Assumed net debt –12,111
Goodwill 27,841
Total 184,196
1) Trade receivables
Trade receivables, gross 6,649
Provision for expected credit losses –55
Total 6,594
The purchase price allocation is preliminary and can be subject to
changes.
P. 188 The Board’s assuranceElectrolux Professional Group – Annual and Sustainability Report 2025
Financial and
sustainability
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
The Board of Directors and the President and CEO give their assurance that the consolidated financial statements and annual report have been
prepared in accordance with Regulation (EC) No. 1606/2002 of the European Parliament and of the Council of 19 July 2002, on the Application of
International Accounting Standards and Generally Accepted Accounting Standards, and give a true and fair view of the financial position and
results of operations of the Group.
The Board of Directors and the President and CEO certify that the Sustainability Report has been prepared in accordance with the European
Standards for Sustainability Reporting (ESRS) and the EU Taxonomy Regulation.
The financial statements of the Parent Company have been prepared in accordance with generally accepted accounting principles in Sweden
and give a true and fair view of the Parent Company’s financial position and results of operations.
The administration report for the Group and the Parent Company gives a true and fair view of the business activities, financial position and
results of operations of the Group and the Parent Company, and describes the significant risks and uncertainties to which the Parent Company and
the Group companies are exposed.
The annual report is approved and signed
Stockholm March 31, 2026
Electrolux Professional AB (publ)
556003-0354
Kai Wärn
Chairman of the Board
Katharine Clark
Board member
Shannon Garcia
Board member
Josef Matosevic
Board member
Hans Ola Meyer
Board member
Daniel Nodhäll
Board member
Martine Snels
Board member
Carsten Voigtländer
Board member
Joachim Nord
Employee representative
Jens Pierard
Employee representative
Alberto Zanata
President and CEO
Our audit report on the Annual report and consolidated accounts, and our limited assurance report on the Sustainability statement
have been submitted on March 31, 2026
Deloitte AB
Jonas Ståhlberg
Authorized Public Accountant
P. 189 Auditor’s reportElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
Auditor’s report
To the general meeting of the shareholders of Electrolux Professional AB (publ) (publ)
corporate identity number 556003-0354
Report on the annual accounts
and consolidated accounts
Opinions
We have audited the annual accounts and consolidated accounts
of Electrolux Professional AB (publ) (publ) for the financial year
2025-01-01 - 2025-12-31 except for the corporate governance report,
the remuneration report or the sustainability report on pages 47-58
and 70-138. The annual accounts and consolidated accounts of the
company are included on pages 47-58 and 65-188 in this document.
In our opinion, the annual accounts have been prepared in ac-
cordance with the Annual Accounts Act and present fairly, in all ma-
terial respects, the financial position of the parent company as of 31
December 2025 and its financial performance and cash flow for the
year then ended in accordance with the Annual Accounts Act. The
consolidated accounts have been prepared in accordance with the
Annual Accounts Act and present fairly, in all material respects, the
financial position of the group as of 31 December 2025 and their
financial performance and cash flow for the year then ended in ac-
cordance with IFRS Accounting Standards, as adopted by the EU,
and the Annual Accounts Act. Our opinions do not cover the corpo-
rate governance report, the remuneration report or the sustainability
report on pages 47-58 and 70-138. The statutory administration
report is consistent with the other parts of the annual accounts and
consolidated accounts.
We therefore recommend that the general meeting of sharehold-
ers adopts the income statement and balance sheet for the parent
company and the group.
Our opinions in this report on the annual accounts and consol-
idated accounts are consistent with the content of the additional
report that has been submitted to the parent company's audit com-
mittee in accordance with the Audit Regulation (537/2014) Article 11.
Basis for Opinions
We conducted our audit in accordance with International
Standards on Auditing (ISA) and generally accepted auditing stan-
dards in Sweden. Our responsibilities under those standards are
further described in the Auditor’s Responsibilities section. We are
independent of the parent company and the group in accordance
with professional ethics for accountants in Sweden and have other-
wise fulfilled our ethical responsibilities in accordance with these re-
quirements. This includes that, based on the best of our knowledge
and belief, no prohibited services referred to in the Audit Regulation
(537/2014) Article 5.1 have been provided to the audited company
or, where applicable, its parent company or its controlled compa-
nies within the EU.
We believe that the audit evidence we have obtained is suffi-
cient and appropriate to provide a basis for our opinions.
Key Audit Matters
Key audit matters of the audit are those matters that, in our pro-
fessional judgment, were of most significance in our audit of the
annual accounts and consolidated accounts of the current period.
These matters were addressed in the context of our audit of, and in
forming our opinion thereon, the annual accounts and consolidated
accounts as a whole, but we do not provide a separate opinion on
these matters.
Key Audit Matter
Revenue Recognition
Revenues in the Group amounts to SEK 12,169 million and consists of
a large number of transactions that mainly comprises sales of ap-
pliances and spare parts. Revenue recognition in accordance with
IFRS constitutes a key audit matter in our audit.
The Group’s accounting principles and disclosures related to reve-
nue recognition can be found in note 4.
Our audit procedures
Our audit procedures included, but were not limited to:
> evaluation of the Group’s accounting principles for revenue recog-
nition and its compliance with IFRS,
> test of identified key controls, within the revenue process, including
relevant IT controls
> analytical procedures,
> detailed testing of sales transactions on a sample basis to confirm
proper revenue recognition, and
> evaluation of the appropriateness of disclosures in the financial
statement.
Valuation of inventory
Inventory in the Group amounts to SEK 1,720 million and is held by
several production and sales units in different countries. Valuation
of inventory requires clear policies among other things related to
standard cost model used and provisions for obsolescence which
is subject to management’s estimates. Processes for valuation of
inventory constitutes a key audit matter in our audit.
The Group’s accounting principles and disclosures related to in-
ventory can be found in note 15.
Our audit procedures
Our audit procedures included, but were not limited to:
> evaluation of the Group’s accounting principles for inventory to
verify compliance with IFRS,
> evaluation of the internal control environment regarding valuation
of inventory and test of design and implementation of identified
key controls including relevant IT controls,
> attending physical inventory counts,
> evaluation of the standard cost model used to verify compliance
with IFRS,
> evaluation of management’s estimates related to provisions for
obsolescence, and
> evaluation of the appropriateness of disclosures in the financial
statement.
Other information than the annual accounts and consolidated
accounts
This document also contains other information than the annual ac-
counts and consolidated accounts and is found on pages 1-46,
57-64, 70-138 and 192-200. The Board of Directors and the
Managing Director are responsible for this other information.
Our opinion on the annual accounts and consolidated accounts
does not cover this other information and we do not express any
form of assurance conclusion regarding this other information.
In connection with our audit of the annual accounts and consol-
idated accounts, our responsibility is to read the information iden-
tified above and consider whether the information is materially in-
consistent with the annual accounts and consolidated accounts. In
this procedure we also take into account our knowledge otherwise
P. 190 Auditor’s reportElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
obtained in the audit and assess whether the information otherwise
appears to be materially misstated.
If we, based on the work performed concerning this information,
conclude that there is a material misstatement of this other informa-
tion, we are required to report that fact. We have nothing to report
in this regard.
Responsibilities of the Board of Directors
and the Managing Director
The Board of Directors and the Managing Director are responsible
for the preparation of the annual accounts and consolidated ac-
counts and that they give a fair presentation in accordance with the
Annual Accounts Act and, concerning the consolidated accounts,
in accordance with IFRS Accounting Standards as adopted by the
EU. The Board of Directors and the Managing Director are also
responsible for such internal control as they determine is necessary
to enable the preparation of annual accounts and consolidated
accounts that are free from material misstatement, whether due to
fraud or error.
In preparing the annual accounts and consolidated accounts,
The Board of Directors and the Managing Director are responsi-
ble for the assessment of the company’s and the group’s ability to
continue as a going concern. They disclose, as applicable, matters
related to going concern and using the going concern basis of
accounting. The going concern basis of accounting is however not
applied if the Board of Directors and the Managing Director intends
to liquidate the company, to cease operations, or has no realistic
alternative but to do so.
The Audit Committee shall, without prejudice to the Board of
Director’s responsibilities and tasks in general, among other things
oversee the company’s financial reporting process.
Auditor’s responsibility
Our objectives are to obtain reasonable assurance about whether
the annual accounts and consolidated accounts as a whole are
free from material misstatement, whether due to fraud or error, and
to issue an auditor’s report that includes our opinions. Reasonable
assurance is a high level of assurance, but is not a guarantee that
an audit conducted in accordance with ISAs and generally accept-
ed auditing standards in Sweden will always detect a material mis-
statement when it exists. Misstatements can arise from fraud or error
and are considered material if, individually or in the aggregate, they
could reasonably be expected to influence the economic decisions
of users taken on the basis of these annual accounts and consoli-
dated accounts.
A further description of my (our) responsibilities for the audit
of the management’s administration is located at the Swedish
Inspectorate of Auditors website:
www.revisorsinspektionen.se/revisornsansvar
This description forms part of the auditor´s report.
Report on other legal
and regulatory requirements
Opinions
In addition to our audit of the annual accounts and consolidated
accounts, we have also audited the administration of the Board of
Directors and the Managing Director of Electrolux Professional AB
(publ) for the financial year 2025-01-01 - 2025-12-31 and the pro-
posed appropriations of the company’s profit or loss.
We recommend to the general meeting of shareholders that the
profit to be appropriated in accordance with the proposal in the
statutory administration report and that the members of the Board
of Directors and the Managing Director be discharged from liability
for the financial year.
Basis for Opinions
We conducted the audit in accordance with generally accepted
auditing standards in Sweden. Our responsibilities under those stan-
dards are further described in the Auditor’s Responsibilities section.
We are independent of the parent company and the group in ac-
cordance with professional ethics for accountants in Sweden and
have otherwise fulfilled our ethical responsibilities in accordance
with these requirements.
We believe that the audit evidence we have obtained is suffi-
cient and appropriate to provide a basis for our opinions.
Responsibilities of the Board of Directors
and the Managing Director
The Board of Directors is responsible for the proposal for appropri-
ations of the company’s profit or loss. At the proposal of a dividend,
this includes an assessment of whether the dividend is justifiable
considering the requirements which the company's and the group’s
type of operations, size and risks place on the size of the parent
company's and the group’s equity, consolidation requirements, li-
quidity and position in general.
The Board of Directors is responsible for the company’s organi-
zation and the administration of the company’s affairs. This includes
among other things continuous assessment of the company’s and
the group’s financial situation and ensuring that the company's or-
ganization is designed so that the accounting, management of as-
sets and the company’s financial affairs otherwise are controlled in
a reassuring manner. The Managing Director shall manage the on-
going administration according to the Board of Directors’ guidelines
and instructions and among other matters take measures that are
necessary to fulfill the company’s accounting in accordance with
law and handle the management of assets in a reassuring manner.
Auditor’s responsibility
Our objective concerning the audit of the administration, and
thereby our opinion about discharge from liability, is to obtain audit
evidence to assess with a reasonable degree of assurance whether
any member of the Board of Directors or the Managing Director in
any material respect:
> has undertaken any action or been guilty of any omission which
can give rise to liability to the company, or
> in any other way has acted in contravention of the Companies
Act, the Annual Accounts Act or the Articles of Association.
Our objective concerning the audit of the proposed appropriations
of the company’s profit or loss, and thereby our opinion about this,
is to assess with reasonable degree of assurance whether the pro-
posal is in accordance with the Companies Act.
Reasonable assurance is a high level of assurance, but is not a
guarantee that an audit conducted in accordance with generally
accepted auditing standards in Sweden will always detect actions
or omissions that can give rise to liability to the company, or that the
proposed appropriations of the company’s profit or loss are not in
accordance with the Companies Act.
A further description of my (our) responsibilities for the audit
of the management’s administration is located at the Swedish
Inspectorate of Auditors website: www.revisorsinspektionen.se/
revisornsansvar
This description forms part of the auditor´s report.
The auditor’s examination
of the Esef report
Opinion
In addition to our audit of the annual accounts and consolidated
accounts, we have also examined that the Board of Directors and
the Managing Director have prepared the annual accounts and
consolidated accounts in a format that enables uniform electronic
reporting (the Esef report) pursuant to Chapter 16, Section 4 a of the
Swedish Securities Market Act (2007:528) for Electrolux Professional
AB (publ) for the financial year 2025-01-01 – 2025-12-31.
Our examination and our opinion relate only to the statutory
requirements.
In our opinion, the Esef report has been prepared in a format
that, in all material respects, enables uniform electronic reporting.
Basis for opinion
We have performed the examination in accordance with FAR’s rec-
ommendation RevR 18 Examination of the Esef report. Our respon-
sibility under this recommendation is described in more detail in the
Auditors’ responsibility section. We are independent of Electrolux
Professional AB (publ) in accordance with professional ethics for
accountants in Sweden and have otherwise fulfilled our ethical re-
sponsibilities in accordance with these requirements.
P. 191 Auditor’s reportElectrolux Professional Group – Annual and Sustainability Report 2025
Financial
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Administration report
Sustainability statement
– General information
– Environmental information
– Social information
– Governance information
Auditor's report
Financial statements
Notes
The Board’s assurance
Auditor’s report
Other information
We believe that the evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
Responsibilities of The Board of Directors
and the Managing Director
The Board of Directors and the Managing Director are responsible
for the preparation of the Esef report in accordance with the
Chapter 16, Section 4 a of the Swedish Securities Market Act
(2007:528), and for such internal control that the Board of Directors
and the Managing Director determine is necessary to prepare the
Esef report without material misstatements, whether due to fraud or
error.
Auditor’s responsibility
Our responsibility is to obtain reasonable assurance whether the
Esef report is in all material respects prepared in a format that
meets the requirements of Chapter 16, Section 4(a) of the Swedish
Securities Market Act (2007:528), based on the procedures per-
formed.
RevR 18 requires us to plan and execute procedures to achieve
reasonable assurance that the Esef report is prepared in a format
that meets these requirements.
Reasonable assurance is a high level of assurance, but it is not
a guarantee that an engagement carried out according to RevR 18
and generally accepted auditing standards in Sweden will always
detect a material misstatement when it exists. Misstatements can
arise from fraud or error and are considered material if, individually
or in aggregate, they could reasonably be expected to influence
the economic decisions of users taken on the basis of the Esef report.
The firm applies International Standard on Quality Management 1,
which requires the firm to design, implement and operate a system
of quality management including policies or procedures regarding
compliance with ethical requirements, professional standards and
applicable legal and regulatory requirements.
The examination involves obtaining evidence, through various
procedures, that the Esef report has been prepared in a format that
enables uniform electronic reporting of the annual accounts and
consolidated accounts. The procedures selected depend on the
auditor’s judgment, including the assessment of the risks of material
misstatement in the report, whether due to fraud or error. In carrying
out this risk assessment, and in order to design audit procedures
that are appropriate in the circumstances, the auditor considers
those elements of internal control that are relevant to the prepara-
tion of the Esef report by the Board of Directors and the Managing
Director, but not for the purpose of expressing an opinion on the
effectiveness of those internal controls. The examination also in-
cludes an evaluation of the appropriateness and reasonableness
of assumptions made by the Board of Directors and the Managing
Director.
The procedures mainly include a validation that the Esef report
has been prepared in a valid XHMTL format and a reconciliation of
the Esef report with the audited annual accounts and consolidated
accounts.
Furthermore, the procedures also include an assessment of
whether the consolidated statement of financial performance, fi-
nancial position, changes in equity, cash flow and disclosures in the
Esef report have been marked with iXBRL in accordance with what
follows from the Esef regulation.
The auditor’s examination of the corporate governance statement
The Board of Directors is responsible for that the corporate gover-
nance report on pages 47–56 has been prepared in accordance
with the Annual Accounts Act.
Our examination of the corporate governance report is conduct-
ed in accordance with FAR’s standard RevR 16 The auditor’s exam-
ination of the corporate governance statement. This means that our
examination of the corporate governance report is different and
substantially less in scope than an audit conducted in accordance
with International Standards on Auditing and generally accepted
auditing standards in Sweden. We believe that the examination has
provided us with sufficient basis for our opinions.
A corporate governance report has been prepared. Disclosures
in accordance with chapter 6 section 6 the second paragraph
points 2-6 of the Annual Accounts Act and chapter 7 section 31 the
second paragraph the same law are consistent with the other parts
of the annual accounts and consolidated accounts and are in ac-
cordance with the Annual Accounts Act.
Deloitte AB, was appointed auditor of Electrolux Professional AB
(publ) by the general meeting of the shareholders on the 2025-05-07
and has been the company’s auditor since 2018-06-01.
Stockholm, March 31, 2026
Deloitte AB
Jonas Ståhlberg
Authorized public accountant
This is a translation of the Swedish language original. In the event of any differences between this translation and the Swedish language original, the latter shall prevail.
Other information
Nine years in summary 193
Definitions 195
Share and shareholders 197
Our history 200
P. 193 Nine years in summary
Other
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
FInancial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
Nine years in summary
SEKm 2025 2024 2023 2022 2021 2020 2019¹ 2018¹ 2017¹
Food & Beverage
Net sales 7,317 7,585 7,616 7,290 4,704 4,198 5,895 5,399 4,922
EBITA* 618 808 766 679 299 87 568 629 607
EBITA, %* 8,4 10.6 10.1 9.3 6.4 2.1 9.6 11.7 12.3
Operating income* 450 637 620 542 244 35 522 599 572
Operating margin, %* 6,2 8.4 8.1 7.4 5.2 0.8 8.9 11.1 11.6
Laundry
Net sales 4,852 4,998 4,231 3,747 3,159 3,065 3,386 3,267 2,801
EBITA* 777 811 702 608 492 467 507 573 502
EBITA, %* 16,0 16.2 16.6 16.2 15.6 15.2 15.0 17.6 17.9
Operating income* 725 752 686 590 475 452 488 558 499
Operating margin, %* 14,9 15.0 16.2 15.7 15.0 14.7 14.4 17.1 17.8
Group shared cost
Operating income* -159 –159 –152 –177 –128 –100 –18 –14 –11
Total Group
Net sales 12,169 12,583 11,848 11,037 7,862 7,263 9,281 8,666 7,723
EBITA* 1,235 1,461 1,317 1,111 663 456 1,058 1,188 1,098
EBITA, %* 10,2 11.6 11.1 10.1 8.4 6.3 11.4 13.7 14.2
Operating income* 1,016 1,231 1,154 955 592 387 992 1,143 1,060
Operating margin, %* 8,4 9.8 9.7 8.7 7.5 5.3 10.7 13.2 13.7
*) Alternative performance measure.
1) Part of Electrolux Group
P. 194 Nine years in summary
Other
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
FInancial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
SEKm, if not otherwise stated 2025 2024 2023 2022 2021 2020 2019⁴ 2018⁴ 2017⁴
Net sales 12,169 12,583 11,848 11,037 7,862 7,263 9,281 8,666 7,723
Organic growth, %* 0.5 –0.1 2.6 16.9 10.6 –21.0 –0.3 4.1 5.6
EBITA* 1,235 1,461 1,317 1,111 663 456 1,058 1,188 1,098
EBITA, %* 10.2 11.6 11.1 10.1 8.4 6.3 11.4 13.7 14.2
Operating income* 1,016 1,231 1,154 955 592 387 992 1,143 1,060
Operating margin, %* 8.4 9.8 9.7 8.7 7.5 5.3 10.7 13.2 13.7
Income after financial items 934 1,097 1,033 895 587 363 978 1,134 1,052
Income for the period 736 803 775 686 487 278 663 952 786
Items affecting comparability* -235 – – –35 – –77 –32 – –
Capital expenditure* -363 –316 –191 –139 –159 –273 –257 –169 –167
Operating cash flow after investments* 1,303 1,548 1,453 636 1,116 570 1,138 1,131 1,167
Operating working capital, % of net sales* 16.3 16.4 18.1 16.7 14.9 19.9 17.7 16.3 13.8
Earnings per share, SEK¹ 2.56 2.79 2.70 2.39 1.69 0.97 2.31 3.31 2.74
Dividend per share, SEK
1,
² 0.95 0.85 0.80 0.70 0.50 – – – –
Equity per share, SEK, ¹
,
³ 19.22 19.82 16.37 14.86 12.27 9.74 9.43 31.91 8.43
Net debt* 1,538 2,481 1,390 2,050 1,705 549 1,025 –226 –481
EBITDA* 1,550 1,794 1,581 1,369 886 684 1,280 1,363 1,253
Net debt/EBITDA ratio* 1.0 1.4 0.9 1.5 1.9 0.8 0.8 –0.2 –0.4
Return on net assets, %* 13.4 15.1 17.6 15.6 16.7 10.1 – – –
End of period operating working capital,
% of annualized net sales* 14.8 13.8 15.9 16.1 – – – – –
Average number of shares, million¹ 287 287.4 287.4 287 287 287,4 287,4 287,4 287,4
Number of employees, end of period 4,268 4,317 3,978 4,022 3,973 3,515 3,624 3,555 3,183
*) Alternative performance measure.
1) Basic number of outstanding shares.
2) 2025, proposed by the Board.
3) Year 2020 has been restated.
4) Part of Electrolux Group
P. 195 Definitions
Other
information
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Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
FInancial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
Definitions and reconciliation of alternative performance measures
Electrolux Professional Group presents certain measures that
are not defined under IFRS (alternative performance measures –
“APMs”). These are used by management to assess the financial
and operational performance of the Group. Management believes
that these APMs provide useful information regarding the Group’s
financial and operating performance. Such measures may not be
comparable to similar measures presented by other companies.
Consequently, APMs have limitations as analytical tools and should
not be considered in isolation or as a substitute for related financial
measures prepared in accordance with IFRS. The APMs have been
derived from the Group’s internal reporting and are not audited.
The APM reconciliations can be found on the Group's website
www.electroluxprofessionalgroup.com/reports-and-presentations/
APM Definition Reason for use
Organic growth % Change in sales growth excluding net FX impact and acquisitions. The Group’s presentation currency is SEK while net sales are mainly in other
currencies. Organic growth is dependent on fluctuations in SEK versus other
currencies, and acquired or divested businesses can have a further impact
on reported net sales. Organic growth adjusted for acquisitions, divest-
ments and currency shows the underlying sales development without these
parameters.
Acquisitions % Change in net sales during the current period attributable to
acquired operations in relation to prior year sales, following
a period of 12 months commencing on the acquisition date.
See "Organic growth" above.
Divestments % Change in net sales during the current period attributable to
divested operations in relation to the prior period’s sales, following
a period of 12 months commencing on the divestment date.
See "Organic growth" above.
Operating income (EBIT) Earnings before interest and tax. Used as an indicator that shows the Group's ability to make a profit,
regardless of the method of financing (determines the optimal use of debt
versus equity).
Operating margin (EBIT margin) Operating income expressed as a percentage of net sales. Operating margin shows the operating income as a percentage of net
sales. Operating margin is a key internal measure as the Group believes it
provides users of the financial statements with a better understanding of
the Group’s financial performance both short and long term.
Items affecting comparability Material profit or loss items such as capital gains and losses from
divestments of product groups or major units, close-downs or
significant down-sizing of major units or activities, significant
impairment, and other major costs or income items.
Summarizes events and transactions with significant effects, which are rele-
vant for understanding the financial performance when comparing income
for the current period with previous periods.
Operating margin excluding items affecting
comparability
Operating income less items affecting comparability as a percent-
age of net sales.
Operating margin excluding items affecting comparability shows the oper-
ating income as a percentage of net sales adjusted for the items affecting
comparability defined above. This is a key internal measure as the Group
believes that it provides users of the financial statements with a better un-
derstanding of the Group’s financial performance both short and long term.
Capital expenditure Investments in property, plant and equipment, product develop-
ment, and other intangible assets.
Used to ensure that cash spending is in line with the Group's overall
strategy for the use of cash.
P. 196 Definitions
Other
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
FInancial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
APM Definition Reason for use
EBITA Operating income less amortization and write-down related to
intangible assets (excluding right-of-use assets).
EBITA gives an indication of the operating income less amortization and
write-down related to intangible assets (excluding right-of-use assets),
mainly used to follow up operating income without the impact of amortiza-
tion of surplus values related to acquisitions.
EBITA margin EBITA expressed as a percentage of net sales. Used to evaluate business performance in relation to net sales in order to
measure the efficiency of the Group.
EBITA excluding items affecting comparability Operating income less amortization and write-down related to
intangible assets (excluding right-of-use assets) and less items
affecting comparability.
Items affecting comparability vary between years and periods and are
excluded from EBITA in order to analyze trends.
EBITA margin excluding items
affecting comparability
EBITA excluding items affecting comparability, expressed as a
percentage of net sales.
Items affecting comparability vary between years and periods and are
excluded from EBITA margin in order to analyze trends.
EBITDA EBITA less depreciation. This is an indicator of the cash-generating capacity of the business in
relation to sales.
Operating cash flow after investments Cash flow from operations and investments adjusted for financial
items paid net, taxes paid, and acquisitions/divestments of opera-
tions.
To monetarize the cash from core operations.
Net debt Shows short-term borrowings (short-term loans and trade receiv-
ables with recourse), accrued interest expenses and prepaid interest
income and long-term borrowings, lease liabilities, net provisions for
post-employment benefits less liquid funds (cash and cash equiva-
lents, prepaid interest expenses, and accrued interest income).
Net debt describes the Group's total debt financing and is monitored by
management.
Net debt/EBITDA Net debt in relation to EBITDA (Net debt is based on the end-of-
period balance. EBITDA is calculated based on last four rolling
quarters).
A measurement of financial risk, showing net debt in relation to cash
generation.
Operating working capital, % of net sales Sum of currency-adjusted last twelve months’ average of inven-
tories, trade receivables, and trade payables (Operating working
capital) as a percentage of the currency-adjusted last twelve
months’ average net sales. All months of the period are currency
adjusted by applying the end-of-period average currency rate.
Used to evaluate how efficient the Group is in generating cash in relation
to net sales.
Net assets Total assets less liquid funds and pension assets minus non-interest-
bearing liabilities. (non-interest-bearing = total liabilities less equity,
total borrowings, pension liabilities and lease liabilities)
Net assets describes the operating assets less operating liabilities used to
run the business.
Return on net assets, % Twelve months rolling operating income expressed as a percent-
age of average twelve months operating net assets.
Used to evaluate how efficiently the Group is generating profit from the net
assets employed.
End of period operating working capital,
% of annualized net sales
Sum of currency adjusted end of period trade receivables, trade
payables and inventories (Operating working capital) as a per-
centage of the annualized currency adjusted last three months’
average net sales. All months of the period are currency adjusted
by applying the end of period average currency rate.
Snapshot of how end of period operating working capital is evolving
compared with average historical trend.
P. 197 Share and shareholders
Other
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
Owner distribution, % of capital
Swedish Institutional
Owners 70.2%
Foreign Institutional
Owners 23.3%
Swedish Private Individuals 6.2%
Other 1.2%
Share and shareholders
Share price and trading
Between January 1, 2025 and December 31, 2025 a total of 132 mil-
lion Electrolux Professional shares were traded, corresponding to
a daily average volume of 531,125 shares, on all markets where the
EPRO B share is traded. Trading on Nasdaq Stockholm accounted
for 47% and Cboe Europe accounted for 44%.
The highest bid price (last price paid) during 2025 was SEK 77.40
on February 20, 2025. The lowest last price paid was registered on
April 9, 2025 at SEK 51.80.
During the period, the Electrolux Professional B share price de-
creased by 4.8% while Nasdaq Stockholm PI increased by 9.5%.
Share ownership structure
At December 31, 2025 Electrolux Professional AB had 40,236
registered shareholders.
At December 31, 2025, Investor AB was the largest share-
holder with a holding representing 32.5% of the votes and 20.5% of
the capital in the company. The second largest shareholder was
Swedbank Robur with 8.7% of the votes and 10.9% of the capital.
AMF Pension was the third largest shareholder with 7.8% of the votes
and 6,7% of the share capital.
Share information
According to Electrolux Professional’s Articles of Association, the
share capital shall not be less than SEK 20,000,000 and not be
more than SEK 80,000,000, divided into not less than 200,000,000
Class A shares and not more than 800,000,000 Class B shares. There
are two classes of shares issued in the company, Class A and Class
B shares.
As of December 31, 2025, the company’s registered share capital
amounted to SEK 28,739,745, represented by 287,397,450 shares,
of which 8,027,292 were Class A shares and 279,370,158 were Class
B shares, each with a quota value of SEK 0.1. The total number of
votes amounted to 35,964,307.8.
The shares in Electrolux Professional were issued in accordance
with Swedish law, are fully paid and denominated in SEK. The shares
are not subject to any restrictions on transferability. The rights of the
shareholders may only be changed pursuant to the procedures set
out in the Swedish Companies Act or the Articles of Association.
Dividend policy and history
Electrolux Professional’s target is for the dividend to correspond
to approximately 30% of the income for the year. Any dividend is
normally resolved upon by the Annual General Meeting. The Annual
General Meeting of Electrolux Professional will be held on May 5,
2026.
The Board of Directors proposes to distribute a dividend to the
shareholders of SEK 0.95 (0.85) per share for the 2025 financial year
corresponding to 30% of net income for the year, excluding items
affecting comparability. This is in line with the policy. The proposed
date for the record is May 7, 2026 and payment is expected to be
made on May 12, 2026.
Delisting of Class A shares
In September 2020, the Company’s series A shares were delisted
from Nasdaq Stockholm.
Conversion of Class A shares
Shareholders who hold Class A shares are entitled to convert
their shares to Class B shares. In 2025, 2,045 Class A shares were
converted to Class B shares.
Source all graphs on the page: Modular Finance AB.
Share price performance, 2025
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
DecemberNovemberOctoberSeptemberAugustJulyJuneMayAprilMarchFebruaryJanuary
Closing price, SEK
50
60
70
80
Electrolux Professional No. of shares tradedOMX Stockholm_PI
P. 198 Share and shareholders
Other
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
Marketplaces, % 2025
Cboe 44.3%
ITG Posit 1.5%
Sigma-X 0.9%
Nasdaq 46.3%
Aquis Stock Exchange 2.2%
London Stock Exchange 2.9%
Liquidnet EU Limited Equity MTF 0.5%
Instinet Blockmatch Europe 0.8%
Central securities depository
The company’s shares are book-entry registered in a securities reg-
ister in accordance with the Swedish Central Securities Depository
and Financial Instruments Accounts Act (Sw. lagen (1998:1479) om
värdepapperscentraler och kontoföring av finansiella instrument).
The register is operated by Euroclear Sweden (Euroclear Sweden
AB, P.O. Box 191, SE-101 23 Stockholm, Sweden). The shares are
registered by person.
Trading 2025 primary market: Nasdaq Stockholm
EPRO B
(SEK)
Large Cap Stockholm
(SEK)
Average daily turnover (SEK) 16,172,046 127,080,365
Average daily turnover rel. mcap 0.09% 0.14%
Average daily shares traded 248,661 888,560
Number of shares traded 61,916,698 33,350,320,084
Average trades per day 593 2,234
Number of trades 147,616 83,841,767
Average value per trade (SEK) 27,279 –
High 79.70 –
Low 51.30 –
Volume-Weighted Average Price
(VWAP)
65.04 –
Source: Modular Finance AB, all tables and graphs on page.
Ownership structure
On December 31, 2025, Electrolux Professional Group had 40,236 registered shareholders.
The table below shows Electrolux Professional Group’s ownership structure on December 31, 2025.
Owner EPRO A EPRO B Capital Votes Δ Capital
Investor 6,420,771 52,520,883 20.51% 32.46%
Swedbank Robur Fonder 31,320,733 10.90% 8.71% –0.19%
AMF Pension & Fonder 1,000,000 18,329,912 6.73% 7.88% 2.76%
Nordea Funds 17,563,372 6.11% 4.88% 0.26%
Handelsbanken Fonder 16,789,004 5.84% 4.67% 1.53%
Alecta Tjänstepension 453,900 15,400,000 5.52% 5.54% –0.94%
First Swedish National Pension Fund 14,150,000 4.92% 3.93%
Carnegie Fonder 10,920,193 3.80% 3.04% 1.51%
Second Swedish National Pension Fund 9,483,932 3.30% 2.64% –0.84%
Vanguard 9,115,947 3.17% 2.53% 0.13%
Investering & Tryghed A/S 5,617,998 1.95% 1.56% 0.12%
C WorldWide Asset Management 4,900,000 1.70% 1.36%
BlackRock 4,627,180 1.61% 1.29% 0.14%
Norges Bank Investment Management 4,612,161 1.60% 1.28% –0.16%
AFA Försäkring 4,543,690 1.58% 1.26% 0.26%
Owner list top 15 7,874,671 219,895,005 79.25% 83.04% 4.58%
Other 152,621 59,475,153 20.75% 16.96% –4.58%
Total 8,027,292 279,370,158 100.00% 100.00%
Owner distribution by country
December 31, 2025
Country EPRO A EPRO B Capital Votes
Number of
known owners
Share of known
owners
Sweden 8,016,467 213,552,127 77.09% 81.67% 38,611 95.96%
United States 62 25,238,313 8.78% 7.02% 189 0.47%
Finland 649 18,169,637 6.32% 5.05% 155 0.39%
Denmark 857 10,812,430 3.76% 3.01% 343 0.85%
Norway 2 7,428,041 2.58% 2.07% 246 0.61%
Other 2,885 6,678,655 2.32% 1.86% 687 1.71%
Total 8,027,292 279,370,158 100.00% 100.00% 40,236 100.00%
P. 199 Share and shareholders
Other
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
Owner distribution by holdings, December 31, 2025
Holding size Shares Capital Votes
Number of known
owners
Share of known
owners
1-1,000 7,648,183 2.66% 2.28% 36,647 91.08%
1,001–10,000 8,425,566 2.93% 2.39% 3,332 8.28%
10,001–100,000 5,141,123 1.79% 1.43% 171 0.42%
100,000-1,000,000 20,868,973 7.26% 5.81% 61 0.15%
1,000,000-10,000,000 62,952,774 21.90% 17.66% 17 0.04%
10,000,000- 184,868,768 64.33% 71.11% 8 0.02%
Unknown holding size -2,507,937 -0.87% -0.68% 0 0.00%
Total 287,397,450 100.00% 100.00% 40,236 100.00%
Share capital development
The table below shows the development of the company’s share capital since January 1, 2017.
Year Event
Class A
shares
Class B
shares
Change in
share capital,
SEK
Class A
shares
Class B
shares
Total number
of shares
Total share
capital,
SEK
Quota value,
SEK
Input value – – – 25,000 – 25,000 25,000,000 1,000
2020 Bonus issue
1
8,167,539 279,204,911 3,739,745 8,192,539 279,204,911 287,397,450 28,739,745 0.1
Sep 30–Dec 31 2020 Conversion –70,012 +70,012 8,120,527 279,276,923 287,397,450
Jan 1–Dec 31 2021 Conversion –72,545 +72,545 8,047,982 279,349,468 287,397,450
Jan 1–Dec 31 2022 Conversion –2,668 +2,668 8,045,314 279,352,136 287,397,450
Jan 1–Dec 31 2023 Conversion –13,853 +13,853 8,031,461 279,365,989 287,397,450
Jan 1–Dec 31 2024 Conversion –2,124 +2,124 8,029,337 279,368,113 287,397,450
Jan 1–Dec 31 2025 Conversion -2,045 +2,045 8,027,292 279,370,158 287,397,450
1) On February 18, 2020, the Annual General Meeting resolved on a bonus issue. The purpose of the bonus issue was to increase the share capital as well as
the number of shares to reflect the share capital structure of Electrolux ahead of the separation of Electrolux Professional from Electrolux.
Source: Modular Finance AB, all tables on the page.
Other information
Ticker Class B share: EPRO B
ISIN code Class A share: SE0013720018
ISIN code Class B share: SE0013747870
LEI code: 254900KI62Q46ZWD8084
Analyst coverage
At the end of 2025 the following analysts had active
coverage of Electrolux Professional Group:
Sell-side analysts:
Handelsbanken Capital Markets, Stefan Stjernholm
DNB Carnegie, Henrik Christiansson
SEB, Gustav Hagéus
Credit analysts:
Danske Bank, Christian Svanfeldt
SEB, Nicklas Koller
Contact
IR contact Jacob Broberg
Chief Communication
and Investor Relations Officer
Telephone: +46 70 190 00 33
jacob.broberg@electroluxprofessional.com
Annual General Meeting 2026
The Annual General Meeting of Electrolux Professional will be held on May 5,
2026, at 3pm, at hotel Courtyard by Marriott, Rålambshovsleden 50, Stockholm.
To order a printed annual report
To order a printed version, please send an email to:
ir@electroluxprofessional.com and provide your full name and address details,
together with the preferred language version, Swedish or English.
Financial calendar 2026
Date
Interim report Q1, January – March 2026 April 29, 2026
Annual General Meeting 2026 May 5, 2026
Proposed dividend record date May 7, 2026
Proposed dividend payment May 12, 2026
Interim report Q2, April – June 2026 July 22, 2026
Interim report Q3, July - September 2026 October 28, 2026
–30
–20
–10
0
10
20
30
40
20252024202320222021
Total shareholder return
%
P. 200 Our history
Other
information
Introduction
Our strategic foundation
Global trends & our markets
Business segments
Our production
Our people
Governance & risk management
Financial and sustainability
information
Other information
Nine years in summary
Definitions
Share & shareholders
Our history
Electrolux Professional Group – Annual and Sustainability Report 2025
Our history
Electrolux Professional’s heritage dates back more than 100 years to the period when companies such as
Wascator, Zanussi, and Cecilware were formed (subsequently acquired by Electrolux). Until March 23, 2020,
Electrolux Professional was part of the Electrolux Group.
1960s
Entered Professional
food equipment.
2010s
A stronger position in China and the Asia-Pacific
region. Entered Professional beverage solutions
with a strengthened position in the US.
2020s
Strengthened position in the US
primarily in restaurant chains.
Continued expansion in Asia.
Elektro-Helios
Swedish professional
Food company.
Founded in 1909
Acquired in 1962
Wascator
Heating system
and washing
machines.
Founded in 1902
Acquired in 1972
Zanussi
Homes and profes-
sional solutions.
Founded in 1916
Acquired in 1984
Dito Sama
French producer
of food prepara-
tion equipment.
Founded in 1945
Acquired in 1987
Alpeninox
Italian producer
of refrigeration
equipment.
Founded in 1974
Acquired in 1988
Shanghai
Veetsan
Professional
dishwashers in
China.
Founded in 2003
Acquired in 2015
Grindmaster
Cecilware
American
hot, cold, and
frozen bever-
age dispensing
equipment.
Founded in 1933
Acquired in 2017
Schneidereit
Laundry rental
solutions for pro-
fessional custom-
ers in Germany
and Austria.
Founded in 1957
Acquired in 2018
SPM
Italian manufacturer
of frozen beverage
solutions.
Founded in 1996
Acquired in 2018
UNIC
French manu-
facturer of auto-
matic and tradi-
tional espresso
coffee machines.
Founded in 1929
Acquired in 2019
Unified
Brands
A leading US-based
manufacturer of
food-service
equipment.
Founded in 1907
Acquired in 2021
2020
Electrolux Professional listed on Nasdaq
Stockholm as an independent company.
Company history
1990s
Business streamlined and refined. Opera-
tional headquarters established in Italy in
1990. Focus on food-service and laundry
systems.
2000s
International expansion. Operational offices in
North America, India, Brazil, Dubai and others.
Industrial facility for laundry equipment opened in
Thailand in 2005.
TOSEI
A leading Japanese
manufacturer of
laundry and vacuum
packing machines.
Founded in 1950
Acquired in 2024
1980s
Business grew significantly through organic growth and
major acquisitions.
Acquisitions
1970s
Entered Professional
laundry equipment.
Food
Beverage
Laundry
Corporate
Adventys
A French company
specialized in
induction cooking
equipment.
Founded in 1999
Acquired in 2024
Royal Range
A US-based
manufacturer of
cooking products.
Founded in 1995
Acquired in 2026
Produced by: Electrolux Professional Group in collaboration with Addira.
Electrolux Professional AB (publ), 556003-0354
Postal and visiting address: Franzéngatan 6,
SE-112 51 Stockholm, Sweden
Telephone: +46 8 41056450
Website: www.electroluxprofessionalgroup.com