SOCIAL IMPACT

Tecan acknowledges the important responsibility it has toward its employees, who are fundamental to the Company’s ongoing success. Operating in fast-paced health-care markets with innovative, value-driven products and services, our ability to remain competitive depends on attracting and nurturing top talent at our global sites. We are built on a culture that values fairness, access, inclusion and representation, our Code of Conduct. These standards are reinforced through mandatory training and are detailed in our Global Human Resources Management Policy, which is accessible and applicable to all Tecan employees world-wide. Our motto, “Stay unique and make it count,” reflects this commitment.

The health and well-being of our employees – physical, mental, and emotional – remain a top priority at Tecan. We recognize the significant influence that work can have on overall health, which is why we are committed to providing programs and resources that promote a healthy work environment, prevent illness, and support our employees’ well-being. 

In 2021, we launched a resilience-building program on our online learning portal to help colleagues navigate challenging times, and it continues to be a valuable resource. By 2023, we introduced a senior leadership program aligned with our leadership principles, focusing on enhancing psychological safety within teams. This included sessions on self-respect, mutual respect within teams, and the importance of rest and energy management. In 2024, we broadened our initiatives with internal communications on health and well-being, virtual sessions for Mental Health Day, and a podcast series featuring senior managers discussing mental health topics – all designed to educate and raise awareness. We also rolled out a training series to share content from the senior leadership program across the organization and introduced the “WeCare” training for line managers, equipping them to recognize early warning signs, normalize conversations about mental health, and address concerns proactively.

In 2025, we continued to foster open dialogue around well-being and health through ongoing internal posts and podcasts. Additionally, we offered mental health training sessions to employees in Switzerland and launched “lunch and learn” sessions focused on mental health in Austria. In Japan, we proactively established a Health and Safety Committee and regularly engage an occupational physician to support employee health, going beyond local legal requirements. These efforts further reinforce our commitment to supporting the well-being of all Tecan employees.

To promote the health and well-being of our employees, we are committed to continually enhancing our workplace facilities. In 2023, we upgraded our sites in Hamburg (Germany) and Austria by refurbishing workspaces, increasing access to natural light, and installing air conditioning in laboratories and production areas. At our headquarters in Männedorf (Switzerland), employees benefit from height-adjustable ergonomic workstations, plentiful natural light, and complimentary fresh fruit each day. In our US locations, we provide healthy snacks, unlimited fresh water and ice, and maintain an open-door policy to address health and safety concerns. The efforts in the US are reflected in our outstanding safety record, with a working hour to safety incidents ratio that is top tier and above industry levels. These improvements have made a noticeable difference: in our 2023 global employee survey, 73% of employees agreed that our facilities contribute to a positive working environment, up from 65% in 2021. In the 2025 survey, employee feedback remained at the same level, indicating to us the importance of continuing our efforts.

We also encourage an active lifestyle by offering a variety of sports and wellness activities at our global locations. Employees can participate in standup paddleboarding on Lake Zurich (Switzerland), badminton, futsal, and bowling tournaments in Malaysia, bike leasing programs in Germany and the UK, free yoga sessions in Männedorf, and running competitions in China, among many others. Each year, we host the internal “Tecan Gives Back” challenge, inspiring employees to take part in activities and collect points for charitable causes.

Appreciation of Tecan’s efforts to nurture an inclusive, positive workplace culture has been reflected in the results of employee surveys carried out regularly since 2020, alternating between a full survey every second year and a pulse survey in the other years. In 2025, the full survey led to Tecan being officially recognized as a Great Place to Work in seven of our country organizations: Austria, China, Germany, Malaysia, Switzerland, the US, and Vietnam. We applied for recognition in these countries, which together represent around 92% of our global workforce. The certification follows independent, anonymous Trust Index™ surveys of all employees, providing a clear and accurate picture of the workplace culture. Participation in our surveys remained very high, with 87% of employees globally sharing their views in 2025. The more than 1,900 open comments further demonstrate that our employees are highly engaged and feel safe to express their opinions, knowing their voices are valued. 

Our goal was to increase both engagement survey participation and trust level scores by 2025 compared to the 2021 baseline. While we kept the participation very high (86% in 2021 and 87% in 2025), the trust index goal was not met. The overall trust index in 2025 was 68%, with 72% of employees stating that Tecan is a great place to work. These scores were higher than in the 2024 pulse survey, but slightly lower than in 2023, reflecting ongoing challenges in a dynamic global environment. In response to feedback from previous surveys, we have focused on being more attuned to employees’ needs and improving clarity in our communication. These efforts have contributed to increased job satisfaction compared to 2024, although there is still room for improvement to reach previous levels.

Looking ahead, Tecan remains committed to its long-term ambition of being an Employer of Choice. By 2029, our target is to increase the trust level index and job satisfaction compared to the 2021 baseline, while maintaining high engagement survey participation. We have chosen to keep our targets aligned with our original ambitions reflecting our ongoing commitment to continuous improvement.

One of Tecan’s strategic priorities is to foster, strengthen, and enhance the capabilities of our people, enabling them to reach their full potential. Through our Learning@Tecan offerings, we continue to provide a diverse range of training opportunities aligned with our values and leadership principles. These trainings are offered both in-house and externally, and are delivered in various formats including instructor-led, virtual, and self-paced learning. Employees can choose from a wide selection of courses covering topics such as Leadership & Culture, Skills Learning, and Exchange@Tecan. Our learning portfolio is regularly updated to address the evolving needs of both employees and the organization and is tailored to meet local requirements across our global sites.

We have further optimized the interface introduced in 2023 to enhance scalability and support learning for employees worldwide. We also launched the "Unleash – Your Journey, Our Commitment" program, focusing on enabling potential, growth, and opportunities. As part of this initiative, we highlighted employees’ ownership of their professional journey through internal campaigns and increased transparency around open positions to support career advancement.

Operating in highly regulated sectors such as diagnostics, Tecan places strong emphasis on continuous professional development and training. Compliance with industry-specific standards requires us to adhere to guidelines set by various regulatory bodies and to demonstrate that our employees possess the necessary expertise. Supported by an Electronic Quality Management System, Tecan ensures that training processes are executed consistently and to a high standard across the Company. Each employee has a customized training profile, allowing both employees and line managers to monitor and update training status, and ensuring information is readily accessible for audits. We are committed to the ongoing development of this learning system to provide effective performance records and optimal training opportunities.

Since 2022, all employees have had access to a leading online training platform, along with 20 hours of paid work time for personal development. In 2025, more than 1,800 employees made use of this opportunity, collectively spending an average of 66 minutes per month on the platform. Development opportunities also include trainings conducted by Product Management, mandatory courses assigned through the Learning Services Organization platform, and external trainings organized and funded by line managers.

To further embed our Leadership Principles, we continued the Senior Leadership Development (SLD) Journey, which began in 2023. The first year focused on "Respect and Brutal Honesty," while in 2024, the emphasis shifted to "Courage" and "Curiosity." In 2025, we placed a strong focus on applying the content through the introduction of SLD Champions for each Division and SLD Impulse Sessions tailored to specific divisional needs. We also continued to build the SLD community globally through SLD Connect sessions. This initiative offers senior leaders transformational development opportunities, equipping them to navigate uncertainty and guide their teams through change. By encouraging leaders to step outside their comfort zones and explore new perspectives, the program aims to foster stronger collaboration and solution-finding across the organization. To ensure a broader comprehensive coverage of all Senior Leadership Development content we extended our LEAD offerings by adding two new global programs for all our employees. While not all managers have participated yet, we will continue our efforts in 2026 to make these trainings broadly accessible.

In 2025, in alignment with our business needs, we introduced two new programs for leaders: "Leading with Impact" for line managers, designed and facilitated internally, and "Change Readiness," delivered by an external facilitator. 

Our global talent management program, Next Gen Tecan (NGT), launched in 2019, continues to develop top talent and future leaders. This year the 2023 cohort successfully completed the program and the NGT 2025 cohort has now kicked off. This 18–24-month program offers selected employees a comprehensive learning experience, including workshops, personal mentoring from Management Board members, cross-departmental insights, and practical projects. Since its inception, more than 30 colleagues have completed the program, with many taking on greater responsibilities within Tecan. 

To support personal growth and career development, Tecan offers a mentoring program accessible to all employees, including specialized programs such as diversity mentoring. These programs provide practical advice, encouragement, and support, helping employees achieve their career objectives and fostering networking and leadership skills across the company. Tecan’s annual performance review process is available to all employees, and line managers are encouraged to seek employee input and provide regular feedback beyond the formal review.

We are also committed to providing high-quality apprenticeships to train future generations. At the end of 2025, 18 individuals participated in Tecan’s Swiss, Austrian, German and French apprenticeship programs, contributing to UN SDG 8.6, which aims to “substantially reduce the proportion of youth not in employment, education or training.” In addition, we engaged 19 trainees and students across the globe, further supporting young people in gaining valuable work experience and professional development. 

In 2025, excluding apprenticeships, Tecan employees completed an estimated average of 39 hours of training per person, with more than 12,000 hours spent on Learning@Tecan courses. While our training offerings and highlights remain robust, we have observed a decrease in employee registrations for training sessions in 2025. We recognize that this may be due to the focus on applied learnings, especially for senior leaders, as well as the reduction in workforce globally. We appreciate the dedication and hard work of our colleagues during this demanding period and understand that balancing daily responsibilities with ongoing development can be challenging. We remain committed to supporting continuous learning and are exploring ways to make training even more accessible and flexible, ensuring all employees have the opportunity to grow and develop, even during busy times.

Additional employee-related data is set out in the Data section of this report.

Tecan is committed to fostering an innovative and positive workplace culture that enhances business performance and creates meaningful social impact. We believe that a workplace built on fairness, access, inclusion and representation inspires motivation and drives performance. When everyone feels safe and empowered to bring their authentic self to work it increases productivity and innovation. As a global and highly innovative company serving research and clinical markets, it is important to Tecan to create an environment of trust where every voice is valued, reflecting our corporate values in action. 

In 2025, we evolved our approach to workplace culture by introducing the FAIR program, centered on Fairness, Access, Inclusion and Representation. This shift reflects our commitment to ensuring that every individual has a fair chance, feels secure at work and knows their contributions matter. The FAIR vision aims to achieve Tecan’s purpose by embracing uniqueness, providing an inclusive and psychologically safe environment where our actions drive fairness and access to ensure our employees can feel a sense of belonging and make an impact. This vision is deeply embedded in our culture and leadership principles. “Stay unique and make it count” expresses our aspiration for every employee at Tecan—to feel empowered to bring their authentic selves to work and to make a meaningful impact. This guiding principle reflects the environment we strive to create for both current and future employees across all our locations.

In line with our commitment to transparency and continuous improvement, Tecan established clear targets and measures for each dimension of the FAIR program in 2025. For Fairness and Inclusion, we aim to increase the average scores of targeted questions in our employee engagement surveys compared to the 2021 baseline, with objectives set through 2029. For Access, we monitor gender representation in hiring, departures, and promotions to ensure fairness and access to opportunities. For Representation, we track gender, age and cultural representation. These targets and measures guide our ongoing efforts and help us assess progress toward FAIR (fairness, access, inclusion, and representation).

Tecan’s efforts as an employer support UN SDG 5.1, to “End all forms of discrimination against all women and girls everywhere” and contribute to UN SDG 5.5, “to ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic, and public life.” They also support UN SDG 8.5, “to achieve full and productive employment and decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value.”

Tecan developed and launched a framework that empowers employees to create Employee Resource Groups (ERGs) and foster collaboration across Tecan, in 2024. This framework provides clarity on the purpose and role of ERGs, supporting their success. As a result, two new ERGs were formed and are highlighted on our ERG page. Throughout the year, we partnered with ERGs to raise awareness and educate our teams, ensuring balanced and impactful communication. We also established a FAIR council, bringing together ERG leads and sponsors to share experiences, learn from one another, and identify opportunities for improvement. To further advance fairness and access in our hiring practices, we introduced a standardized recruiting guide for line managers. Our aim is to ensure that every candidate has equal access to opportunities and is considered fairly throughout the selection process. By providing clear guidelines and consistent evaluation criteria, we strive to remove barriers and create a more open and accessible recruitment experience for all. Additionally, we launched FAIR training for our leaders, reinforcing the importance of fairness, access, inclusion, and representation as a material topic and essential drivers of innovation.

In the 2025 all-employee survey, scores related to fairness remain strong, with the majority of employees continuing to feel that people at Tecan are treated fairly regardless of race, ethnic origin, sexual orientation, age, or gender. However, these scores were slightly lower than in 2023, reflecting the ongoing challenges we face in a dynamic global environment.

In response to feedback from previous surveys, we have focused on being more attuned to employees’ needs and improving clarity in our communication. These efforts have led to increased job satisfaction ratings compared to 2024, although they have not yet returned to the levels seen in 2023. The results highlight both our progress and the areas where further attention is needed. Our journey to foster inclusion and psychological safety continues. Our teams are in the process of defining actions, and progress will be measured in future surveys. A pulse survey is planned for 2026.

Tecan’s commitment to fairness, access, inclusion and representation is incorporated in the Code of Conduct, Human Rights and Responsible Business Practices policy, and Supplier Code of Conduct, all of which are found on tecan.com, as well as in Tecan’s internally available Employment Principles. In cases where these policies are contravened, employees and other stakeholders can report this anonymously via Tecan’s independent third-party whistleblower hotline, as described in the Governance section of this report. In 2025, 21 cases were reported through the whistleblower hotline, 17 of those concerned HR matters and the workplace environment. None of the cases were related to FAIR and no disciplinary corrective measures were required. 

To establish a solid foundation for an inclusive working culture, we launched the Senior Leadership Development Journey in 2023. The first phase focused on bringing our leadership principle of “Respect and Brutal Honesty” to life by providing learning opportunities on creating psychological safety, building an open feedback culture, and increasing awareness of how to use and give space in a business context. In 2024, the journey continued with an emphasis on our leadership principles of “Courage” and “Curiosity,” encouraging leaders to embrace new perspectives and explore innovative approaches. This experience has strengthened cross-departmental and regional collaboration, equipping leaders to navigate uncertainties and dilemmas. As a result, our leaders are now more interconnected, fostering an inclusive culture and empowering them to cascade these principles throughout the organization.

Tecan aims for greater diversity in senior management, and in recent years initiatives have been introduced that are known to increase gender fairness in this regard, including:

• Flex-time, allowing employees wherever possible and subject to local law, to choose when their required worktime is completed.
• Support of part-time work, which encourages equal sharing of caregiver responsibilities.
• Diversity mentoring, a global program designed to embrace, support and empower diversity by matching selected candidates with members of senior management who receive training for this program.
• Diversity measurement and monitoring, initiated 2024 to track and analyze diversity across genders, generations, and cultural backgrounds, providing insights to enhance representation within the organization.

Tecan joined Advance in 2020 and is therefore able to offer employees access to the Advance cross-company exchange and mentoring program as well as to research and events offered by the association. The goal of Advance is to “reach a sustainable minimum of 30% female representation at all management levels across all member companies by 2030.” Tecan is supporting the effort by having a 29% female representation across all management levels, with representation of 33% in the Board of Directors, 50% in the Management Board and an overall female representation of 44% across the globe. 

An equal pay audit conducted in 2021 and verified by an independent third-party auditor showed no gender-based inequality in pay at Tecan in Switzerland. Building on this foundation, we are committed to fulfilling the EU requirements on gender pay equity reporting by 2027. In 2024, we initiated this journey by starting to build a comprehensive job architecture and leveling roles, which will support future audits and ensure transparency and fairness in our compensation practices across these locations. In 2025, we completed gender pay audits for Switzerland, Germany, and Austria. While the evidence for gender-based inequality remains low across all three locations, we plan to take action in 2026 to minimize any existing gaps even further.

At Tecan, Employee Resource Groups (ERGs) play a crucial role in fostering an inclusive workplace. Founded on shared identities, interests, or backgrounds, these groups provide both new and longstanding employees with welcoming communities and opportunities to network. All groups are inclusive and open to all employees, ensuring that everyone has the opportunity to participate and contribute. Each ERG is guided by a clear purpose and goal, which may evolve over time but always remains aligned with Tecan’s overarching goals and FAIR (Fairness, Access, Inclusion, and Representation) objectives. 

By cultivating an environment where individuals can learn, grow, and support each other, ERGs contribute to raising awareness and educating employees about issues such as microaggressions and biases, thereby strengthening allyship across the organization. Through these efforts, ERGs help to reinforce our commitment to a FAIR workplace.

Te-CAAP (Tecan Celebrating African American Professionals) is a vibrant and inclusive employee resource group dedicated to advancing cultural awareness, fostering allyship, and driving meaningful community engagement. While Te-CAAP’s roots are in amplifying the voices and experiences of African diaspora professionals, the group welcomes all employees who are passionate about learning, connecting, and contributing to a more FAIR Tecan. By championing equity and progress for historically underrepresented communities, Te-CAAP helps cultivate a workplace where every identity is honored, every perspective is respected, and every individual is empowered to thrive. 

In 2025, Te-CAAP collected 75 books for the Book Harvest based in North Carolina, which provides an abundance of books and ongoing literacy support to families and their children to promote lifelong reading. Black History Month was celebrated with participatory events
including a Bingo Scavenger Hunt, with the chance to win prizes while learning about Black history. June-teenth was recognized by sharing information about the event's historical and contemporary significance.

Te-Thrive, launched in 2025, is Tecan US’s newest Employee Resource Group dedicated to supporting mental health and overall well-being. As an inclusive, wellness-focused ERG, Te-Thrive also welcomes all employees, regardless of role, background, or demographic identity. Established in response to employee feedback, the group provides a space for education, peer engagement, and shared learning—aiming to normalize mental health conversations, reduce stigma, and empower employees to bring their healthiest selves to work. 

Guided by Tecan’s FAIR principles, Te-Thrive prioritizes access to resources, inclusive participation, and diverse wellness experiences. Early initiatives include educational programming, cross-functional connection, and collaboration with leadership on broader well-being efforts. As Te-Thrive evolves, its mission and activities will adapt to member input, ensuring continued impact and alignment with Tecan’s commitment to a supportive, inclusive workplace.

Launched in Switzerland in 2024, the TE-CareGiver ERG has grown to 40 members, reflecting a strong commitment to supporting employees who balance work with caregiving responsibilities. The group empowers caregivers by offering education on managing childcare, eldercare, and work-life commitments, while connecting members with valuable resources for well-being and professional growth. Members regularly participate in Experience Sharing Sessions over lunch, where experienced caregivers share strategies for balancing work and personal life. This year, the group focused on holiday planning for kids, providing practical tips and support. In addition, members benefit from a curated collection of books, podcasts, events, and other resources tailored specifically for working caregivers.

Founded in 2021, the We Empower Women (WEW) ERG has grown to 45 members from Tecan US and other regional organizations. WEW actively engages on Tecan’s internal social media to celebrate various awareness days and months, and hosts bi-monthly mixers for networking, support, and learning. The group also includes a dedicated subgroup for women in field services, providing targeted support and networking opportunities. In 2025, WEW organized participatory events to celebrate Women in STEM, International Women’s Day, and International Women in Engineering Day. The group also supported the Women’s Center of Wake County with a Breakfast & Donation Drive. 

In 2025, a new Empowering Women ERG was launched in Switzerland, independently celebrating the same cause. The group began with a kick-off breakfast for all honoring women in the Männedorf office, followed by a lunch and learn session and a bookclub lunch. Since its launch, the ERG has grown to 50 members, reflecting strong engagement and enthusiasm. This spirit was further demonstrated when 19 members participated in the Pink Ribbon Charity Walk in Zurich.

In 2025, Tecan reinforced commitment to community engagement and inclusivity through diverse local initiatives and sponsorships. In Switzerland, Tecan participated in the Bike to Work campaign, promoting sustainable transport and healthy living at our Männedorf and Nänikon sites. This initiative encouraged fitness and team spirit among employees. Tecan also supported athletes, sponsoring floorball player Ruven Schneider, and the Lions Club Stäfa, supporting their event Slow-up, where they raised funds for an addiction counselling center.

Tecan’s commitment to inclusivity was further demonstrated through a donation to PluSport, an organization that enables people with disabilities to take part in both recreational and competitive sports. Tecan also sponsored several local sports events and clubs, including FC Männedorf, the Waldlauf in Männedorf, and the Handball Club Stäfa Schülerturnier. Additionally, Tecan supported the Electronics4you robotics challenge, highlighting our ongoing commitment to fostering innovation and education within the community.

Globally, Tecan promoted health awareness and social responsibility. In Malaysia, Pink October was hosted to raise awareness about breast cancer and educate on early detection, while colleagues in Zurich participated in the Pink Ribbon Walk. In the US, Tecan’s philanthropic efforts included food donations to Parktown Food Hub and NeighborUP, the donation of male hygiene kits, and volunteering at the Durham Rescue Mission. A blood donation drive was held in Penang, and Tecan supported the St Catherine’s Stars Giving Program, helping 40 families in need with food and Christmas presents. In Germany, a donation was made to the Association for the Advancement of Neurosciences in Göttingen.

Tecan will continue to strive to have a positive impact in our communities in 2026. 

Throughout June 2025, Tecan employees worldwide came together for the sixth edition of Tecan Gives Back, the Company’s annual employee engagement and fundraising initiative. Daily exercise, wellness and volunteering activities were converted into points and measurable social impact, raising funds for causes employees care about while supporting their physical and mental well-being.

Almost 700 employees, organized into more than 170 teams, took part. Collectively, they logged the equivalent of more than 130,000 kilometers and hosted 70 local events across Tecan sites. Experiences shared on Viva Engage brought communities across the globe together and strengthened community spirit at Tecan.

The donations raised were distributed to four charities focused on medical research, environmental protection and cancer care, reinforcing Tecan’s commitment to improving lives through collective action.

In the context of Tecan’s business activities, "Health and Safety" refers to the working conditions Tecan provides, including the prevention of physical and mental harm to workers as well as the promotion of workers’ health. It includes the effective management of health risks and issues and programs regarding occupational health and safety, and employee well-being.

Tecan has a Global Environment, Health and Safety (EHS) office reporting to the Executive Vice President, Operations. This office manages the environmental impact of Tecan’s sites and the occupational health and safety of all stakeholders along the entire value chain, and is responsible for the implementation of Tecan’s Global EHS policy, which can be found on tecan.com. This policy is supplemented by Tecan’s Global EHS Management System which is based on ISO 14001 and ISO 45001 requirements. In 2023, Tecan’s Männedorf headquarters was certified to these ISO standards. The management system sets the governance and provides a framework with detailed standard operating procedures (SOPs) such as EHS roles, responsibilities and authorities, risk assessment, emergency preparedness and response or internal audit program. This helps to prevent and mitigate systematically any danger and risk and to facilitate continuous improvement. The documents are stored in Tecan’s internal documents management system (eQMS), which is available to all employees.

The day-to-day implementation of the Global EHS policy is led by the local EHS Management Representatives. For the majority of Tecan manufacturing and development sites this is an EHS subject matter expert (SME). In other sites it is led by local site managers supported by external services or specialists. Tecan at a minimum meets the legal health and safety standards in every location in which we operate. An ongoing global EHS assurance program is underway to ensure complete alignment of local implementation with the global standards and to bring additional benefits of best-practice and knowledge sharing. The program serves to achieve the established goal “Strengthen the Health & Safety Management System at all manufacturing and development sites by 2030, establishing and maintaining a globally consistent system in line with ISO 45001.” In 2025, an additional new target was set of keeping the annual Total Recordable Injury Rate (TRIR) at or below that of the average of the previous three years. The Head of EHS Office conducts an on-site EHS assessment at each site to identify best practices and gaps compared to the internal standards. In 2025, the sites of Tecan Contract Development and Manufacturing in Penang (Malaysia) and Tecan Precision Machining Vietnam have been audited. All Tecan employees (100%, 3,341) and workers who are not employees but whose workplace is controlled by Tecan benefit from Tecan’s approach to health and safety.

On an annual basis, risk assessments are carried out and/or reviewed by local SME to identify potential risks at the workplace, taking into consideration routine and non-routine activities, normal operating conditions, shutdown and startup conditions, and emergency conditions. Risk management activities are executed, coordinated and reported by employees with management function, with the involvement of a risk management team. In the event of special hazards, an EHS specialist with the necessary expertise must be consulted. The process follows the steps of risk identification, risk estimation, risk evaluation and risk control. Whenever possible, risk control measures consider the hierarchy of controls. Through this process, no work-related hazards that pose a risk of high-consequence injury have been identified. The assessments are reviewed regularly, in the event of any relevant change to the workplace, and after any incident in the area. Incidents in the form of work-related injuries and ill health are investigated by the sites and corrective measures to prevent recurrence are defined, implemented and their effectiveness reviewed by a team usually made up of the employee concerned, their line manager and the local safety officer. Relevant deviations are communicated in order to be able to learn from these and to raise employees’ awareness.

Tecan encourages effective collaboration, consultation and active participation of employees for example in workplace risk assessment, continuous improvement activities, safety committee meetings, and training for emergency responses, thus leveraging their knowledge and experience to continuously further improve safety culture and performance. Should an unexpected health or safety situation arise, Tecan employees are encouraged to report this to their line manager or site EHS manager. In this same way, an employee could choose to remove themselves from a situation they felt could cause injury or ill health, without fear of reprisals. Anonymous reports can always be made via Tecan’s whistleblower hotline, which is described in the Governance section of this report. In Tecan’s 2025 global employee survey, 87% of respondents reported that “this is a physically safe place to work.” The survey had a response rate of 87%.

Employee representatives, works councils and government agencies such as the Swiss Accident Insurance Fund (Suva) actively help to shape Tecan’s local EHS measures, are involved in decision-making processes and, together with the organization, also evaluate the effectiveness of the measures taken. Works council and employee representatives are part of formal joint management-worker health and safety committees which according to global procedures have to meet at least once a year. These committees are chaired by the site manager and are used to monitor and discuss performance and deviations (e.g. incidents, non-conformities), and define tasks and measures. The committee has the authority to make site-relevant decisions regarding health and safety and the EHS management system.

EHS competence is key to embedding a Group-wide EHS culture and achieving EHS objectives. All employees and employees of third-party companies must be aware of their individual EHS responsibilities and their impact on everyday work. In addition, they will be effectively trained. The EHS trainings concept is based on the legal requirements and regulates what, who, when and how training takes place. This includes but is not limited to e.g. EHS induction training, EHS workplace instructions, EHS processes. Refresher training is provided at regular intervals as required by law or at appropriate intervals.

In the first quarter of each year, the global EHS management system is evaluated by the Head of EHS office, who reviews EHS performance, deviations and lessons learned, risks and opportunities and the adequacy of resources, among other things. The results are shared and reviewed by Tecan’s CEO and Management Board and actions are defined to ensure continued suitability, adequacy, and effectiveness of the management system.

Further data relating to Tecan’s Health and Safety performance is shared in the Data section of this report. Tecan’s Health and Safety certification is shared on tecan.com.

For Tecan, our customers and partners are at the core of all business activities. A satisfied customer base is an important cornerstone for Tecan’s long-term growth and purpose of scaling healthcare innovation globally. Understanding what matters most to our customers and driving continuous improvements is essential to build trusted partnerships and ensure high satisfaction levels and loyalty to Tecan.

Regularly assessing customer satisfaction (CSAT) and customer loyalty is deeply embedded in Tecan’s business practices. From a process perspective, CSAT is defined through a dedicated Standard Operation Procedure as part of Tecan’s After Sales Care process architecture. Furthermore, ambitious CSAT KPIs are defined as company-wide variable pay targets. The SOP describes different modalities for assessing CSAT, including relational as well as transactional customer satisfaction surveys, which are conducted regularly and the results of which are analyzed and shared with the relevant stakeholders. The CSAT survey results show that Tecan keeps customer satisfaction at very high levels year over year. In 2025, 87% of customers described themselves as "very satisfied" or "completely satisfied", which shows that we continuously retain high customer satisfaction year over year. These results also have a high correlation with customer loyalty.

It is critical for Tecan that CSAT results indicating low satisfaction are acted upon in a timely manner to quickly mitigate possible business impacts. Tecan’s CSAT process therefore provides concrete guidance for customer follow-up for low satisfaction cases, for example after installation or after quarterly business reviews.

In addition, longer-term process improvements are driven through the annual strategy deployment cycle reviewed quarterly by the Management Board. Tecan’s commitment to high customer satisfaction is central to our customer promise and sustainable business growth, and Tecan has the tools and processes in place to govern these activities in a measurable way, with defined responsibilities, and with a clear visibility to the relevant stakeholders.

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