1

Financial Statements and Report of the Board of Directors 2025

2

Directors ’ report

Financial

statements

This is a voluntarily published translation of the official ESEF financial statements. Official Financial Statements are published in Finnish and can be found on the company’s website.

4 Report of the Board of Directors 2025

9 Shares and shareholders

14 Proposal for the distribution of profit

15 Key figures of the Group and formulas for the key figures

69 Consolidated financial statements, IFRS

69 Consolidated income statement

70 Consolidated balance sheet

71 Consolidated cash flow statement

72 Consolidated statement of changes in shareholders ’ equity

73 Notes to the consolidated financial statements

18 Sustainability report

19 ESRS 2 – General disclosures

37 E – Environmental information

52 S – Social information

62 G – Governance information

92 Parent company financial statements, FAS

92 Parent company income statement

93 Parent company balance sheet

94 Parent company cash flow statement

95 Notes to the parent company financial statements

1 04 Signatures to the financial statements and the report of the Board of Directors

1 05 Auditor’s Report

1 09 Assurance Report on the Sustainability Report

111 Independent Auditor’s Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Contents

Art of printmaking since 1951. marimekko.com

3

Directors’ report

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

marimekko Art of printmaking since 1951 marimekko.com Art of printmaking since 1951

4

Report of the Board of Directors 2025

Report of the Board of Directors 2025

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

5

Report of the Board of Directors 2025

Operating environment

The following outlook information is based on materials published by the Confederation of Finnish Industries EK and Statistics Finland.

The global economic environment has remained relatively stable despite continued geopolitical uncertainty and increased tensions. The world economy is forecasted to grow by 3.3 percent in 2026, driven particularly by emerging economies. Among the major economic regions, growth is weakest in Europe; however, the euro area is still expected to grow by 1.3 percent this year. Risks related to economic development are associated especially with the unstable trade policy environment and the rapid changes in transatlantic relations.

Economic development in Finland has been subdued, and no significant changes have taken place in the economic outlook for Finnish companies in recent months. The situation across all industries remains weaker than average, while companies’ expectations regarding the future continue to be moderately positive and confidence in the economy among companies has slightly strengthened. The confidence indicator for retail trade also turned positive towards the end of 2025 and continued to improve in January. However, growth in retail sales has remained slow, and demand is sluggish in many areas. Nevertheless, sales expectations for the coming months are positive. On the other hand, consumer confidence, which has remained at a low level for a prolonged period, weakened further towards the end of 2025. Consumers’ estimates concerning the current state of their personal finances were very weak, and

Growth in net sales

In 2025, Marimekko’s net sales grew by 4 percent and totaled EUR 189.6 million (182.6). Net sales were boosted especially by the growth of wholesale sales in the Asia-Pacific region and Europe as well as increased retail sales in Scandinavia. As previously estimated, net sales were weakened by licensing income being considerably below the strong comparable year. Net sales in Finland increased by 1 percent and international sales grew by 7 percent.

+4 %

Growth in retail sales

Marimekko’s omnichannel retail sales in 2025 grew in all market areas and increased in total by 4 percent. Wholesale sales were also up in almost all market areas, and grew in total by 5 percent. Licensing income decreased by 34 percent.

+4 %

International brand sales

Brand sales¹ of Marimekko products amounted EUR 385.1 million (419.2). 62 percent (68) of brand sales were international sales.

62 %

Comparable operating profit margin

The Group’s operating profit in 2025 increased to EUR 31.8 million (31.4). Operating profit included EUR 0.5 million (0.6) from items affecting comparability. Comparable operating profit amounted to EUR 32.3 million (31.9) equaling to 17.1 percent of net sales (17.5).

Increased net sales improved operating profit. On the other hand, higher fixed costs and weakened relative sales margin had a negative impact on operating profit development.

17.1 %

Earnings per share

Result for the period was EUR 24.4 million (24.4) and earnings per share were EUR 0.60 (0.60).

0.60 €

Proposed dividend

The Board of Directors proposes that a dividend of EUR 0.42 per share will be paid for 2025.

0.42 €

¹ Brand sales are given as an alternative non-IFRS key figure, representing the reach of the Marimekko brand through different distribution channels. An unofficial estimate of sales of Marimekko products at consumer prices, brand sales are calculated by adding together the company’s own retail net sales and the estimated retail value of Marimekko products sold by other retailers. The estimated retail value is based on the company’s realized wholesale sales and licensing income. Brand sales do not include VAT, and the key figure is not audited. Some licensees provide exact retail figures, in which case these figures are used in reporting brand sales. For other licensing agreements, Marimekko’s own retail coefficients for different markets are used. Licensing income is reported as brand sales when licensed products are sold.

Year 2025 in brief Year 2025 in brief Year 2025 in brief Year 2025 in brief

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

6

Report of the Board of Directors 2025

expectations both for the future of their personal finances and the development of the Finnish economy remained muted. In January, consumers considered the timing for purchasing durable goods to be unfavorable and fear of unemployment increased. Consumers’ estimates concerning inflation and expectations for its future development declined but remained at a fairly high level. (Confederation of Finnish Industries EK: Business Tendency Survey, January 2026; Confidence Indicators, January 2026. Statistics Finland: Consumer Confidence, January 2026.)

The working-day-adjusted turnover of Finnish retail trade grew by 2.0 percent in December compared to the previous year, and the volume of sales increased by 0.7 percent. The cumulative working-day-adjusted turnover of retail trade in 2025 increased by 1.5 percent while the volume of sales decreased by 0.3 percent. (Statistics Finland: Turnover of Trade, December 2025.)

Net sales

In 2025, Marimekko’s net sales increased by 4 percent and totaled EUR 189.6 million (182.6). Net sales were boosted especially by the growth of wholesale sales in the Asia- Pacific region and Europe as well as increased retail sales in Scandinavia. As previously estimated, net sales were weakened by licensing income being considerably below the strong comparable year, especially in the Asia-Pacific region. In total, net sales in Finland grew by 1 percent and international sales increased by 7 percent with all international market areas growing.

Marimekko’s omnichannel retail sales in 2025 grew in all market areas and increased in total by 4 percent. Wholesale sales were also up in almost all market areas, and grew in total by 5 percent. Licensing income decreased by 34 percent.

In 2025, net sales in Finland amounted to EUR 102.4 million (101.0), despite the operating environment continuing as challenging and, as estimated earlier, non-recurring promotional deliveries in domestic wholesale sales being considerably below the comparable year. Both retail sales in Finland and comparable retail sales were on par with the previous year’s record level. Comparable retail sales exclude new or significantly renewed stores both in the financial and comparable year. Wholesale sales increased by 1 percent and licensing income increased significantly.

In the company’s second-biggest market area, the Asia- Pacific region, net sales increased by 2 percent and totaled EUR 40.0 million (39.2) as both wholesale and retail sales grew. Wholesale sales increased by 6 percent and retail sales by 8 percent. The good development of net sales was negatively impacted by the considerable decline in the licensing income in the region. Marimekko recognizes net sales from licensing income according to the geographical location of the contractual partner’s domicile.

Financial result

The Group’s operating profit in 2025 increased to EUR 31.8 million (31.4). Operating profit in 2025 included EUR 0.5 million (0.6) from items affecting comparability. Comparable operating profit amounted to EUR 32.3 million (31.9). Increased net sales improved operating profit. On the other hand, higher fixed costs and weakened relative sales margin had a negative impact on operating profit development.

In 2025, fixed costs grew in particular due to increased personnel expenses, but also due to investments in digital development. Personnel expenses were higher due to general pay increases in different markets and increased personnel costs in the stores supporting retail sales. Relative sales margin was negatively affected especially by higher discounts and, as estimated, by significantly lower

Net sales by market area

(EUR million) | 2025 | 2024 | Change, %
Finland | 102.4 | 101.0 | 1
Retail sales | 70.9 | 70.6 | 0
Wholesale sales | 30.5 | 30.1 | 1
Licensing income | 1.0 | 0.3 |
Scandinavia | 20.5 | 18.5 | 11
Retail sales | 7.3 | 5.6 | 32
Wholesale sales | 13.1 | 12.7 | 3
Licensing income | 0.1 | 0.2 | -67
Europe 1 | 15.3 | 13.1 | 17
Retail sales | 4.3 | 3.6 | 17
Wholesale sales | 10.5 | 8.8 | 19
Licensing income | 0.5 | 0.6 | -22
North America | 11.5 | 10.8 | 6
Retail sales | 6.4 | 5.6 | 14
Wholesale sales | 4.6 | 4.7 | -3
Licensing income | 0.5 | 0.5 | -2
Asia-Pacific | 40.0 | 39.2 | 2
Retail sales | 8.8 | 8.1 | 8
Wholesale sales | 31.0 | 29.2 | 6
Licensing income | 0.3 | 2.0 | -86
International sales, total | 87.2 | 81.6 | 7
Retail sales | 26.8 | 22.9 | 17
Wholesale sales | 59.1 | 55.4 | 7
Licensing income | 1.3 | 3.2 | -60
Total | 189.6 | 182.6 | 4
Retail sales | 97.7 | 93.6 | 4
Wholesale sales | 89.6 | 85.5 | 5
Licensing income | 2.3 | 3.5 | -34

1 Europe (previously EMEA) includes European countries excluding Finland and Scandinavia. The name change of the market area does not affect the figures reported from the market area during the review or comparison period.

Marimekko reports its own e-commerce net sales as part of retail sales and sales through other online channels as part of wholesale sales. Wholesale net sales are recognized according to the geographical location of the wholesale customer’s and net sales from licensing income according to the geographical location of the contractual partner’s domicile. The change percentages in the table were calculated on exact figures before amounts were rounded to millions of euros.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

7

Report of the Board of Directors 2025

licensing income. In addition, unrealized exchange rate differences had a weakening impact on sales margin. On the other hand, relative sales margin was supported by margins per product being at a good level.

Marketing expenses in 2025 amounted to EUR 10.5 million (10.6), or 6 percent of the Group’s net sales (6).

The Group’s depreciation totaled EUR 10.0 million (9.3), representing 5 percent of net sales (5).

In 2025, operating profit margin was 16.8 percent (17.2) and comparable operating profit margin was 17.1 percent (17.5).

Net financial items in the financial year totaled EUR -1.4 million (-0.4), or 1 percent of net sales (0). Financial items include exchange rate differences amounting to EUR -0.7 million (0.3), of which EUR -0.6 million (0.4) were unrealized. The impact of lease liabilities on interest expenses was EUR -1.0 million (-1.0).

The Group’s result before taxes in 2025 was EUR 30.4 million (31.0). Net result for the period was EUR 24.4 million (24.4) and earnings per share in 2025 were EUR 0.60 (0.60).

Balance sheet

The consolidated balance sheet total as at 31 December 2025 was EUR 130.4 million (130.3). Equity was EUR 74.3 million (75.5), or EUR 1.83 per share (1.86).

Non-current assets at the end of the year stood at EUR 36.8 million (36.4). Lease liabilities amounted to EUR 29.7 million (30.6). Marimekko did not have other financial liabilities or any interest-bearing credit facilities at the end of the financial or the comparable year. The Group had unused committed credit lines of EUR 22.4 million (32.6).

At the end of December, net working capital was EUR 30.6 million (29.4). Inventories were EUR 35.6 million (35.4).

Cash flow and financing

In 2025, cash flow from operating activities was EUR 34.5 million (29.1), or EUR 0.85 per share (0.72). Cash flow from operating activities was strengthened by the increase in inventories being smaller than in the comparable year as

well as an increase in current non-interest-bearing liabilities. Cash flow before cash flow from financing activities in the financial year was EUR 31.6 million (26.8).

The Group’s cash and cash equivalents at the end of December amounted to EUR 36.6 million (40.4). In particular, the payment of an extraordinary dividend in April 2025 decreased the Group’s cash and cash equivalents. In total, dividends paid in the financial year amounted to EUR 26.4 million (15.0). Return on capital employed (ROCE) continued to be at an excellent level, 30,0 percent (31,4). Marimekko had no interest-bearing credit facilities drawn down at the end of the financial or the comparable year. The Group had unused committed credit lines of EUR 22.4 million (32.6), including short-term revolving credit facilities, which include covenants, totaling EUR 6.0 million.

The Group’s equity ratio at the end of the year was 57.7 percent (58.7). Gearing was -9.3 percent (-12.9). The ratio of net debt to 12-month rolling EBITDA was -0.17 (-0.24), i.e. well below the company’s long-term goal, with the goal being a maximum of 2.

Investments

The Group’s gross investments in 2025 were EUR 2.9 million (2.3), or 2 percent of net sales (1). The investments were mainly devoted to digital development and to revamping the store network. New lease agreements included in balance sheet (IFRS 16) are not included in gross investments in the review or comparison period.

Research and development

Marimekko’s product design and development costs arise from the design of collections and collaborations on new materials and manufacturing methods. Design costs are recorded in expenses.

Store network

Omnichannel retail sales, operated by the company itself or its partners, represents the core of Marimekko’s distribution

strategy. It is complemented with selected physical and online retailers to gain scale and access to new customers. Even in the digitalized business, physical stores play an important role not only as a distribution channel but also as the hearts of brand culture, supporting, in addition, sales online and in other channels.

Good store locations that cater to Marimekko’s target audience are essential for the company. The operations and efficiency of the store network are continuously assessed and developed. In 2025, a total of 13 Marimekko stores or shop-in-shops, including the first ever flagship store in Paris, as well as 24 pop-up stores were opened. Most of the store openings and pop-up stores were located in Asia. Seven stores closed their doors. Store network was also developed in other ways: for example in October, the Marimekko Leighton Road store in Hong Kong relocated on the same street and was reopened as a flagship store. At the end of December, there were a total of 174 Marimekko stores and shop-in-shops (168) worldwide.

E-commerce plays an important role in Marimekko’s omnichannel retail. During the year Marimekko online store in Canada was renewed and Marimekko launched its own online store in New Zealand as well as French- and German-language versions of the online store. In December, Marimekko also introduced a new digital channel for its loyal customers, the Marimekko App. Simultaneously, the renewed loyalty program was launched. The digital home of the program is anchored in the Marimekko App. Online sales grew in 2025. In total, the company’s own and partner- operated Marimekko online stores serve customers in 39 countries. In addition, Marimekko also has distribution through other online channels.

Sustainability

Marimekko’s operations and design philosophy have always been based on a sustainable approach: Marimekko wants to offer its customers timeless, functional and high-quality products that bring them long-lasting joy and that they will not want to throw away. Determined sustainability efforts support the company’s long-term success and sustainability

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

8

Report of the Board of Directors 2025

has been defined as one of the five strategic success factors in the business strategy for 2023–2027. The three pillars of the company’s sustainability strategy period 2021–2025 focused on products, environment and people, encompassing both Marimekko’s own operations as well as the entire value chain.

In 2025, the company’s activities included, for example, work to further increase the share of less emission intensive materials in its collections as well as to launch products designed in line with the principles of circular economy. As in the previous year, Marimekko reached in 2025 its goals to reduce the greenhouse gas emissions of textile materials (per kg of sourced textiles) by 20 percent and to cut the water scarcity score of these materials (per kg of sourced textiles) to half compared to the baseline of 2019. The greenhouse gas emissions of textile materials (per kg of sourced textiles) decreased by 29 percent (21) and the water scarcity score (per kg of sourced textiles) reduced by 84 percent (76) from the baseline year levels. The emission intensity and the water scarcity score of textile materials decreased especially due to smaller share of leather than in the comparable year, reductions in the emission factor and water scarcity score for leather as well as an increased share of organic cotton from all cotton sourced. In addition to Marimekko’s determined execution of its material strategy, achieving the goal was supported by a methodological update in 2023 to better account for the dyeing and printing practices of different product types, implemented since 2022. The goal set for the sustainability strategy period 2021–2025 to reduce greenhouse gas emissions (scope 1 and 2) of Marimekko's own operations by 40% from the baseline of 2019 was first reached already in 2022. In 2025, these emissions decreased by 61 percent (67) from the baseline of 2019. In addition, Marimekko had set a goal for the strategy period 2021–2025 to reduce greenhouse gas emissions of logistics (per kg of transported product) by 50% from the baseline of 2018. These emissions decreased by 5 percent (20) in 2025. The main reasons for a lower-than-targeted emission intensity decrease in logistics were an increase in the share of air freight in the company’s

shipments to mitigate the negative impacts of supply chain disruptions as well as overall growth in the amount of transported products as the company grows.

At the beginning of 2025, Marimekko published its science-based near-term emission reduction targets to decrease its scope 1 and 2 greenhouse gas emissions by 42.0 percent and its scope 3 greenhouse gas emissions per million EUR value added by 51.6 percent by the end of 2030. These targets are in line with the UN Paris Climate Agreement goals and a logical step in Marimekko’s long- term work to reduce its environmental impact. In 2025, Marimekko’s scope 1 and 2 emissions increased 26 percent from the baseline year 2022. The main reason for this increase was the emission intensity of refrigerants which were changed during the maintenance of the cooling system at the Herttoniemi office and its adjoining restaurant. Scope 3 emissions per million EUR value added decreased by 21 percent with sourcing of less emission intensive textiles in line with the material strategy as well as lower emissions from business travel contributing most to the positive development during the financial year.

Marimekko’s sustainability work is described in more detail in the sustainability report for 2025, in accordance with EU Corporate Sustainability Reporting Directive, included in the report of the Board of Directors 2025.

Personnel

In 2025, the number of employees, expressed as full-time equivalents, averaged 486 (466) and at the end of the year, the Group had 493 (480) employees. By market area, the number of Marimekko's personnel at the end of December was as follows: Finland 401 (396), Scandinavia 39 (35), Europe 6 (0), North America 17 (17) and the Asia-Pacific region 30 (32). The personnel at company-owned stores, expressed as full-time equivalents, totaled 240 (233) at the end of the year.

Marimekko’s head count at the end of December was 698 (677). Salaries, wages and bonuses paid to personnel during the financial year amounted to EUR 29.5 million (28.3).

In 2025, the average turnover of employees leaving was 21.8 percent (16.7). More information on personnel and the development of staff is available in the sustainability report for 2025.

Management

Board of Directors, management and auditors

Marimekko’s Annual General Meeting on 15 April 2025 appointed six members to the company’s Board of Directors. Massimiliano Brunazzo, Carol Chen, Mika Ihamuotila, Teemu Kangas-Kärki, Tomoki Takebayashi and Marianne Vikkula were re-elected to the Board of Directors. From among its members, the Board of Directors elected Mika Ihamuotila as Chair of the Board and Teemu Kangas-Kärki as Vice Chair of the Board.

The Board also nominated, from among its members, an Audit and Remuneration Committee with Teemu Kangas- Kärki elected as Chair and Mika Ihamuotila and Marianne Vikkula as members. The majority of the Committee members are independent of the company and its significant shareholders.

The AGM re-elected KPMG Oy Ab, Authorized Public Accountants, as the company’s auditor and sustainability reporting assurance provider, with Heli Tuuri, Authorized Public Accountant and ASA acting as the Auditor and the Authorized Sustainability Auditor with principal responsibility. It was also resolved that the auditor’s and sustainability reporting assurance provider’s fees will be paid as per invoice approved by the company.

The following changes in the company’s management took place in 2025. On 11 March 2025, Marimekko informed that Chief Business Development Officer and member of Marimekko Management Group Riika Wikberg will resign from her role. The company also informed, on 12 March 2025, that Paula Ukonaho has been appointed Marimekko’s Chief Business Development Officer and member of the Management Group as of 11 June 2025. At the time, Ukonaho was on parental leave, and she returned to her duties on 29 September 2025.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

9

Report of the Board of Directors 2025

Ownership by size of holding, 31 December 2025

Number of shares | Number of shareholders | % of shareholders | Number of shares and votes | % of holding and votes
1–100 | 24,507 | 62.92 | 858,228 | 2.11
101–500 | 9,956 | 25.56 | 2,517,318 | 6.19
501–1,000 | 2,002 | 5.14 | 1,572,409 | 3.87
1,001–5,000 | 2,021 | 5.19 | 4,513,246 | 11.10
5,001–10,000 | 232 | 0.60 | 1,695,086 | 4.17
10,001–50,000 | 178 | 0.46 | 3,513,399 | 8.64
50,001–100,000 | 22 | 0.06 | 1,518,003 | 3.73
100,001–500,000 | 23 | 0.06 | 4,716,119 | 11.60
500,001– | 10 | 0.03 | 19,745,362 | 48.58
Total | 38,951 | 100.00 | 40,649,170 | 100.00

Ownership by sector, 31 December 2025

Owner | Number of shares and votes | % of holding and votes
Nominee-registered and non-Finnish holders | 6,191,615 | 15.23
Households | 16,911,065 | 41.60
Financial and insurance corporations | 4,882,656 | 12.01
Non-financial corporations and housing corporations | 7,258,347 | 17.86
Non-profit institutions | 320,087 | 0.79
General government | 5,085,400 | 12.51
Total | 40,649,170 | 100.00

At the end of 2025, the company’s Management Group comprised Tiina Alahuhta-Kasko as Chair and Elina Anckar (Chief Financial Officer), Rebekka Bay (Creative Director), Tina Broman (Chief Supply Chain and Product Officer), Natacha Defrance (Senior Vice President, Sales, Region East), Mikko-Heikki Inkeroinen (Chief Technology Officer), Noora Laurila (Senior Vice President, Sales, Region West), Sanna-Kaisa Niikko (Chief Marketing Officer), Tanya Strohmayer (Chief People Officer), Paula Ukonaho (Chief Business Development Officer) and Essi Weseri (General Counsel) as members.

Corporate governance statement

The corporate governance statement for 2025 is issued separately from the report of the Board of Directors. It is available on the company’s website and in the Marimekko’s year 2025 publication.

Remuneration of the Board and management

The remuneration of Marimekko’s Board of Directors and President and CEO is presented in more detail in the Remuneration Report for 2025. Remuneration Report is available at Marimekko’s website and in the Marimekko’s year 2025 publication.

Shares and shareholders

Share capital and number of shares

Marimekko Corporation’s share is quoted in the Consumer Discretionary sector of Nasdaq Helsinki Ltd. Marimekko Corporation was listed on the I List of the Helsinki Stock Exchange in March 1999 and on the main list on 27 December 2002. Marimekko’s trading code is MEKKO and its ISIN code is FI0009007660.

The company has one series of shares, each conferring the same voting rights to their holders. At the end of the financial year, the company’s fully paid-up share capital, as recorded in the Trade Register, amounted to EUR 8,040,000 and the number of shares totaled 40,649,170.

Shareholdings

According to the book-entry register, Marimekko had 38,951 shareholders (37,588) at the end of December 2025. Of the shares, 15.23 percent (14.77) were owned by nominee- registered or non-Finnish holders.

Monthly updated information on the largest shareholders can be found on https://company.marimekko.com/investors/ share-information/shareholders .

At the end of the financial year, members of the Board of Directors and the President and CEO together, either

directly or indirectly, owned 5,270,708 Marimekko shares corresponding to 12.97 percent of the number and voting rights of the company’s shares. The management in total, including also other members of the Management Group, either directly or indirectly owned 5,355,193 Marimekko shares corresponding to 13.17 percent of the number and voting rights of the company’s shares.

Updated information on the holdings of the Board of Directors, President and CEO and other members of

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

10

Report of the Board of Directors 2025

Largest shareholders according to the book-entry register, 31 December 2025

Owner | Number of shares and votes | % of holding and votes |
1. | PowerBank Ventures Oy (Mika Ihamuotila) | 5,088,500 | 12.52
2. | Ilmarinen Mutual Pension Insurance Company | 1,980,440 | 4.87
3. | Varma Mutual Pension Insurance Company | 1,929,600 | 4.75
4. | Ehrnrooth Sophia | 1,651,885 | 4.06
5. | Nordea Nordic Small Cap Fund | 1,075,425 | 2.65
6. | Evli Finnish Small Cap Fund | 824,697 | 2.03
7. | Elo Pension Insurance Company Ltd. | 790,000 | 1.94
8. | Oy Talcom Ab | 505,000 | 1.24
9. | Oy Etra Invest Ab | 500,000 | 1.23
10. | Alahuhta Matti | 452,206 | 1.11
Total |  | 14,797,753 | 36.40

the Management Group can be found on https://company. marimekko.com/investors/share-information/shareholders/ managements-shareholding .

Shareholder agreements

Marimekko has neither made nor is aware of any shareholder agreements concerning the company’s shares or other commitments agreeing on the company’s ownership or the use of voting rights.

Own shares

Marimekko did not acquire the company’s own shares during the financial year. On 31 December 2025, Marimekko Corporation held 77,790 of its own shares, corresponding to approximately 0.19 percent of the total number of the company’s shares. Marimekko shares held by the company carry no voting rights and no entitlement to dividends.

Flagging announcements

There were no flagging announcements on Marimekko shares in 2025.

Share trading and the company’s market capitalization

In 2025, a total of 5,700,129 Marimekko shares (6,022,481) were traded on Nasdaq Helsinki, representing 14.02 percent (14.82) of the shares outstanding. The total value of the share turnover in the period under review was EUR 72.6 million (77.7). The lowest price of the share was EUR 10.78 (10.82), the highest was EUR 14.28 (16.02) and the average price was EUR 12.74 (12.91). At the end of December, the closing price of the share was EUR 12.94 (12.12).

The company’s market capitalization on 31 December 2025, excluding the Marimekko shares held by the company, was EUR 525.0 million (491.7).

Authorizations

The Annual General Meeting on 15 April 2025 authorized the Board of Directors to decide on the acquisition of a maximum of 150,000 of the company’s own shares in one or more instalments. The number of shares represents

Management shareholdings, 31 December 2025

Number of shares

and votes

% of holding

and votes

Members of the Board of Directors, total

5,107,863

12.57

President and CEO

162,845

0.40

Other members of the Management Group, total

84,485

0.21

approximately 0.4 percent of the total number of the company’s shares. The shares would be acquired with funds from the company’s non-restricted equity, which means that the acquisition would reduce funds available for distribution. The shares would be acquired otherwise than in proportion to the shareholdings of the shareholders through public trading on Nasdaq Helsinki Ltd at the market price prevailing at the time of acquisition and in accordance with the rules and regulations of Nasdaq Helsinki Ltd. The shares would be acquired to be used as a part of the company’s incentive system, to be transferred for other purposes or to be cancelled. The Board of Directors is authorized to decide

on all of the other terms and conditions of the acquisition of the shares. The authorization was not used during the period under review. The authorization is valid until 15 October 2026.

Furthermore, the AGM on 15 April 2025 authorized the Board of Directors to decide on the issuance of new shares and the transfer of the company’s own shares in one or more instalments. The total number of shares to be issued or transferred pursuant to the authorization may not exceed 200,000 new or the company’s own shares, which represents approximately 0.5 percent of the total number of the company’s shares. The Board may decide on

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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a directed share issue in deviation from the shareholders’ pre-emptive rights for a weighty financial reason, such as the company’s incentive system, personnel share issue, developing the company’s capital structure, using the shares as consideration in possible company acquisitions or carrying out other business transactions. The share issue may be subject to a charge or free. A directed share issue can be free of charge only if there is a particularly weighty financial reason for the company and taking into account the interests of all of the company’s shareholders. The subscription price of the new shares and the amount paid for the company’s own shares would be recorded in the company’s reserve for invested non-restricted equity. The Board of Directors is authorized to decide on all of the other terms and conditions of the share issue. The authorization was not used during the period under review. The authorization is valid until 15 October 2026.

During the financial year, the Board of Directors had no valid authorizations to issue convertible bonds or bonds with warrants.

Information contained in the notes to the financial statements

Information on the Group’s personnel expenses is disclosed in note 4 to the consolidated financial statements.

Financial risks are presented in note 20 and information on financial instruments measured at fair value is disclosed in note 17 to the consolidated financial statements.

Subsidiaries and related party transactions are disclosed in note 19 to the consolidated financial statements.

Information on loan receivables from Group companies is disclosed in note 12 to the parent company financial statements.

Events after the end of the financial year

New share-based long-term incentive plan for the management

After the end of the financial year, the Board of Directors of Marimekko decided to continue the share-based long- term incentives for the company’s management. The Performance Share Plan 2026–2030 consists of four performance periods, covering the financial years 2026– 2027, 2026–2028, 2027–2029 and 2028–2030 respectively. The Board of Directors will resolve annually on the commencement and details of a performance period.

The performance criteria of the performance periods 2026–2027 and 2026–2028 are tied to the absolute total shareholder return and comparable operating profit margin. The target group at the beginning of the performance periods 2026–2027 and 2026–2028 consists of the Management Group of Marimekko, in total 11 people, including the President and CEO. The new plan is presented in more detail in the stock exchange release on 12 February 2026.

Major risks and factors of uncertainty

Marimekko’s business exposes the company to various risks. The risks and uncertainties presented below have the potential to substantially weaken Marimekko’s business conditions, sales, financial results and position. Marimekko’s risk management practices are described in the Corporate Governance Statement.

The economic and political operating environment

Risks related to the economic and political operating environment may affect Marimekko’s business in all of its main markets. The risks are, in particular, emphasized in Finland and in other key countries for Marimekko business, such as Sweden and Japan.

Global tensions in geopolitics and trade relations create significant uncertainties with regard to the development of the world economy. This has increased the risk of an economic recession and is reflected in consumer confidence, purchasing power and behavior in all of Marimekko’s market areas. Declining consumer confidence and purchasing power may have a significant unfavorable impact on Marimekko’s sales and profitability.

Tensions in geopolitics and trade policy may lead to, for example, trade disputes, increasing tariffs, export and import restrictions, military action and economic sanctions, that may affect the reliability and efficiency of the company’s value chain as well as Marimekko’s competitiveness and business prerequisites in different markets. Pandemics and epidemics may also have a negative impact on Marimekko’s sales, profitability and cash flow as well as the reliability and efficiency of the company’s supply chain.

Uncertainties and sudden market movements, development of inflation, changes in the price development of production factors, exchange rates (particularly the US dollar) and taxation, as well as rising interest rates may affect Marimekko’s financial position.

Marimekko is also exposed to labor market disputes, and strikes and other labor market disturbances may have a negative impact on the company’s business.

Marimekko continuously monitors the development of the economic and political operating environment, takes various scenarios into account in the management of the company’s business, and adapts its operations as necessary. The company’s strong balance sheet and stable financial position introduce flexibility also in exceptional circumstances. Risks are also mitigated by striving for diverse geographical presence in distribution and throughout the value chain.

Increased tariffs in the United States have a direct impact on only a small part of Marimekko’s business, as the entire North American market accounted for 6 percent of the Group’s net sales in 2025 and the company is taking diverse measures to minimize the negative impacts of the tariffs.

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Report of the Board of Directors 2025

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Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

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G – Governance information

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The retail environment, customers and partners

The company’s growth in the longer term is based, in particular, on omnichannel retail: on increasing e-commerce, on partner-led retail in Asia, as well as on enhancing the sales per square meter of existing stores in the company’s main market areas. In addition, the company expands its distribution through physical and digital wholesale channels appropriate for the Marimekko brand. The Asia-Pacific region is Marimekko’s second-biggest market area, and especially Asia plays an important role in the company’s international growth.

The importance of omnichannel business in the retail trade has been emphasized over the past years. International e-commerce has increased the options available to consumers and the significance of big e-commerce operators. The digitization of retail and weak macroeconomic situation has deepened the financial difficulties for some wholesale customers in the fashion and design sector. Uncertainties in the world economy may further deepen these difficulties. Structural changes in the retail environment may have an impact on Marimekko’s distribution channel decisions, the prioritization of different distribution channels, sales and profitability. The structural changes may also lead to the creation of new revenue models. Risks related to the sales structure may have an impact on the company’s financial position. Maintaining competitiveness in an uncertain, rapidly changing operating environment being revolutionized by digitization demands agility, efficiency, flexibility and constant re-evaluation of operations from the company.

Major partnership choices, partnering contracts, licensing and other collaboration agreements involve considerable risks, which can be increased by uncertainties in the world economy. Store lease agreements in Finland and abroad also contain risks. With the company’s internationalization and the growing interest in its brand, risks related to gray exports may increase, which may have an impact on the company’s sales and profitability, among others. In addition, risks related to changes in the company’s cost structure as well as the liquidity of customers and partners may also have an impact on the company’s financial position.

Other significant risks include risks related to changes in the company’s design, product assortment and product distribution and pricing. Increased inflation and growing tariffs create pressure to raise prices while the uncertainties in the global economy and the operating environment may affect consumers’ purchasing power and behavior negatively. Fast reactivity and competitive pricing are crucial in a tactical operating environment. The company’s ability to design, develop and commercialize new products that meet consumers’ expectations while ensuring the effectivity and quick reactions in production, sourcing and logistics as well as active work towards sustainability has an impact on the company’s sales and profitability.

Supply chain

The risks related to Marimekko’s supply chain are associated especially with production, procurement and logistics processes and their reliability, flexibility and efficiency, sustainability as well as fluctuations in the prices of raw materials and other factors of production. For example, increasing tariffs, other trade and geopolitical tensions, cyber security incidents and possible epidemics and pandemics as well as other uncertainties in the global economy may cause even significant disruptions in production and logistics chains that may have a negative impact on the company’s sales, profitability and cash flow. In addition, fires, natural disasters and machine breakdowns can cause disturbances or damage to supplier’s factories, Marimekko’s own textile printing factory or the operations of the logistics chain. Overall, it is of utmost importance to safeguard the operational reliability of the company’s own printing factory in all circumstances. The availability of biogas, among others, is critical to the operations of the company’s own printing factory. The company has a business interruption insurance for assets and business operations that covers insured risks of damage in line with the terms and conditions of the insurance.

Changes in prices and possibly higher costs of logistics, raw materials, energy and other factors of production as well as increasing tariffs may affect Marimekko’s sales and profitability. Early commitment to product orders from

partner suppliers, which is typical of the industry, means that changes in costs affect the company with a delay. These early commitments have partly been further emphasized due to different factors, undermining the company’s ability to optimize product orders and respond to rapid changes in demand and supply environment or in consumer behavior, which also increases risks related to inventory management and cash flow. To avoid even earlier commitment and the possible resulting unoptimized production volumes as well as to mitigate the impacts of increasing tariffs, Marimekko may need to partly use faster but more emission-intensive air freight instead of sea transport.

In addition to supply chain disruptions and even earlier commitment to product orders, risks related to inventory and product flow management increase as product distribution is expanded and operations are diversified, which may have a weakening impact on the company’s sales, cash flow as well as on relative profitability. Substantial non-recurring wholesale promotions can also increase risks related to procurement, transport and inventory management, especially in exceptional circumstances. Any delays or disturbances in supply, or fluctuations in the quality of products, may have a harmful impact on business, also on substantial non-recurring wholesale promotions.

Marimekko works actively in various ways to ensure competitive and functioning production and logistics chains, to mitigate increased costs and other negative impacts, to avoid delays, and to enhance inventory management, which is even more important than before due to trade disputes and increased tariffs.

Sustainability

Enhancing sustainability is increasingly important for business in Marimekko’s industry, which can have an impact on the company’s sales and profitability. Versatile investments are required for the enhancement. Risks and opportunities with regard to Marimekko’s sustainability work and targets include, for example, changes in consumer behavior and in the company’s product portfolio weightings, stakeholder expectations as well as new tools for transparency in the value chain, continuously evolving

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Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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best practices in the industry as well as changing regulation that may affect, for example, the company’s products, communications and the value chain more broadly. The company’s ability to anticipate changes, react to them and actively advance its sustainability targets throughout the value chain plays a key role with regard to the company’s competitiveness.

Marimekko primarily uses partner suppliers to manufacture its products. Global supply chains in the fashion and design business are complex, which despite active sustainability work, makes it challenging for companies to ensure the sustainability of the entire supply chain. The sustainability elements of manufacturing play a pivotal role, in particular the social aspects (e.g. human rights, working conditions and remuneration) and environmental aspects (e.g. production methods and raw materials and chemicals used) related to the supply chain, as well as transparent communications on these issues in compliance with changing legislation. These sustainability topics apply to Marimekko’s sourcing and the company’s own production as well as to licensed products. Marimekko can reduce the environmental impacts and increase transparency in its upstream value chain through material choices, among others. Therefore, the company is committed to increasing the share of, e.g., less emission- intensive and water-consuming materials, such as certified organic and recycled cotton, in its products and packaging. As a result of complex supply chains, uncertainties may pertain also to the use of certified materials.

Marimekko’s determined sustainability work as well as compliance with ethical business practices and legislation are important in maintaining the trust of customers and other stakeholders; any failures or errors in these areas will involve reputation, financial liability and business risks.

The environment and climate change

Climate change increases the likelihood of extreme weather phenomena and natural disasters, such as floods, forest fires, wildfires and storms. Extreme weather phenomena and natural disasters pose a risk to the operational reliability and efficiency of Marimekko’s value chain. Climate change-

related heatwaves, drought, water shortages, soil depletion and other changes may, in turn, affect the availability and price of the raw materials used in Marimekko’s products, such as cotton. Extreme weather phenomena and natural disasters may also affect the availability of products if they cause damage to the company’s suppliers’ factories, the company’s own textile printing factory or hamper the logistics chains. In addition, Marimekko has stores and offices in areas in which extreme weather phenomena or natural disasters may occur, and if they damage stores or offices or cause momentary changes in consumer behavior, it may result in lost sales as well as expenses.

Risks related to climate change are managed by, for example, diversifying the material selection in use, increasing the share of materials with lower emission intensity and water consumption in Marimekko’s collections and exploring new material and production method innovations. Marimekko’s insurance program covers insured risks of damage in line with the terms and conditions of the insurance.

Compliance

Compliance with the applicable legislation, regulations and ethical business practices, as well as product safety and quality, are essential for Marimekko. Potential allegations, failures or mistakes can lead to, for example, reputation and business damage for the company, fines, claims for damages, or criminal charges. Internationalization increases the regulations applicable to the company’s operations and elevates the risk of potential allegations, failures and mistakes. Risks are prevented by focusing on sustainability and compliance work as well as by ensuring product safety and continuous quality control.

Intellectual property rights

Intellectual property rights play a vital role in the company’s success, and the company’s ability to manage and protect these rights may have an impact on the company’s business, value and reputation. Agreements with freelance designers and fees paid to designers based on these agreements are also an essential part of the management of intellectual

property rights. As the company grows and internationalizes, the risks related to intellectual property rights in general may increase, in particular for the most renowned prints of the company.

IT systems and information security risks

There are risks associated with information system reliability, dependability and compatibility. With digitization, the rapid development of technology, internationalization and geopolitical tensions, cybercrime and cyber attacks as well as various other risks related to cyber security and personal data protection as well as risks related to information system reliability have increased considerably. DoS attacks, malfunctions in data communications or, for example, in the company’s own online store as well as system changes and replacements may disrupt business or result in lost sales. Personal data breaches can lead to claims for damages, fines and reputation risks. In order to ensure the competitiveness of the company, it is important to actively adopt the use of new technologies, including artificial intelligence. Marimekko manages risks related to IT systems and information security with, for example, investments in digitality as well as the systematic management and development of cyber security and training its personnel. In addition, the company has a cyber security insurance program.

Personnel and competence

As Marimekko is a small company, risks related to securing the necessary talent for international growth as well as risks related to key personnel can be significant. Marimekko’s competence development efforts include, for example, training of personnel, succession planning and performance management. These measures support a performance- oriented, diverse and inclusive culture.

Potential epidemics or pandemics may increase risks related to taking care of the health and safety of employees and securing sufficient workforce in cases of sickness.

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Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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Market outlook and growth targets for 2026

There are significant uncertainties related to the development of the global economy, such as tensions related to geopolitics and trade relations. The rapid changes in trade policies as well as other uncertainties are reflected in consumer confidence, purchasing power and behavior and, as a result, can have a weakening impact on Marimekko’s business in 2026. In addition, possible disruptions in production and logistics chains as well as changes in these chains caused by uncertainties may also have a negative impact on the company’s sales, profitability and cash flow.

Finland, Marimekko’s important domestic market, traditionally represents about half of the company’s net sales. Sales in Finland in 2026 are impacted by the continued weak general economy and low consumer confidence as well as the development of purchasing power and behavior. The operating environment remains tactical and price sensitive, which continues to have an impact on the business. The timing between quarters of the non-recurring promotional deliveries in Finnish wholesale sales and their size typically vary on an annual basis. In 2026, the non- recurring promotional deliveries in wholesale sales are expected to grow from the comparable year and be weighted clearly in the second half of the year as in 2025. Despite the weak market situation, net sales in Finland are expected to increase in 2026. The development of the domestic sales is estimated to be more muted in the first quarter of the year.

International sales are estimated to grow in 2026. In addition, net sales in the Asia-Pacific region, Marimekko’s second-largest market area, are expected to increase. Due to timing reasons, the development of sales in the Asia- Pacific region is estimated to be more muted in the first quarter of the year. All brick-and-mortar Marimekko stores and most online stores in Asia are partner-owned. In 2026, the aim is to open approximately 10–15 new Marimekko stores and shop-in-shops, and most of the planned openings will be in Asia.

Licensing income in 2026 is forecasted to be approximately at the level of the previous year.

Due to the seasonal nature of Marimekko’s business, a major portion of the company’s euro-denominated net sales and operating result are traditionally generated during the second half of the year.

Marimekko develops its business with a long-term view and aims to continue scaling its profitable growth in the upcoming years. In 2026, fixed costs are expected to be up on the previous year. The general cost inflation continues to also affect Marimekko in 2026. Personnel expenses are impacted, for example, by general pay increases in different markets. Marketing expenses are expected to increase (2025: EUR 10.5 million).

Increased tariffs in the United States have a direct impact on only a small part of Marimekko’s business, as the entire North American market accounted for 6 percent of the Group’s net sales in 2025 and the company is taking diverse measures to minimize the negative impacts of the tariffs.

Early commitments to product orders from partner suppliers, typical of the industry and partly further emphasized due to different factors, undermine the company’s ability to optimize product orders and respond to rapid changes in demand and supply environment and thus increases business risks. There are also uncertainties related to global production and logistic chains, which may, for example, increase costs or cause delays, and thus have an impact on the company’s sales and profitability. Marimekko works actively in various ways to ensure competitive and functioning production and logistics chains, to mitigate increased costs and other negative impacts, to avoid delays, and to enhance inventory management.

Marimekko is monitoring particularly closely the changes in consumer confidence and purchasing power but also the development in global trade policy, such as tariffs between countries, the general economic situation as well as the impacts of possible exceptional situations and disruptions, and adjusts its operations and plans accordingly.

Financial guidance for 2026

The Marimekko Group's net sales for 2026 are expected to grow from the previous year (2025: EUR 189.6 million).

Comparable operating profit margin is estimated to be approximately some 16–19 percent (2025: 17.1 percent). Development of consumer confidence and purchasing power in the company’s main markets, in particular, cause significant volatility to the outlook for 2026. This development is strongly impacted by rapid changes and uncertainties in geopolitics and global trade policy, among others. In addition, possible disruptions in global supply chains can cause volatility to the outlook.

Uncertainties related to the development of net sales and result are described in more detail in the Major risks and factors of uncertainty section.

Dividend policy

Marimekko aims to pay a regular dividend every year. The dividends to be paid and their amount and the payout date depend on the company’s financial result, financial situation, equity ratio, need for working capital and other factors.

Marimekko intends to follow a stable and active dividend policy that by and large reflects the company’s earnings trend. Marimekko’s goal is to distribute as dividends at least half of earnings per share annually.

The Board of Directors’ proposal for dividends

On 31 December 2025, the parent company’s distributable funds amounted to EUR 67,287,863.08 and profit for the financial year was EUR 23,054,505.65. The Board of Directors proposes to the Annual General Meeting that a dividend of EUR 0.42 will be paid for 2025.

The Board proposes 20 April 2026 as the dividend payout record date and 27 April 2026 as the dividend payout date. For 2024, a regular dividend of EUR 0.40 per share and an extraordinary dividend of EUR 0.25 was paid.

Annual General Meeting

The Annual General Meeting 2026 will be held on Thursday, 16 April 2026 at 2.00 p.m.

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Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

40

30

10

20

2023

2024

2025

0

%

40

30

10

20

2023

2024

2025

0

%

15

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Key figures of the Group and formulas for the key figures

Key financial figures

| 2025 | 2024 | 2023
Net sales, EUR million | 189.6 | 182.6 | 174.1
Change in net sales, % | 3.8 | 4.9 | 4.6
Operating profit, EUR million | 31.8 | 31.4 | 31.4
% of net sales | 16.8 | 17.2 | 18.0
Comparable operating profit, EUR million | 32.3 | 31.9 | 32.0
% of net sales | 17.1 | 17.5 | 18.4
Financial income, EUR million | 0.5 | 1.2 | 0.4
Financial expenses, EUR million | -1.9 | -1.6 | -2.1
Result before taxes, EUR million | 30.4 | 31.0 | 29.7
% of net sales | 16.1 | 17.0 | 17.1
Taxes, EUR million | 6.1 | 6.6 | 6.1
Net result for the period, EUR million | 24.4 | 24.4 | 23.6
Balance sheet total, EUR million | 130.4 | 130.3 | 123.3
Net working capital, EUR million | 30.6 | 29.4 | 24.3
Interest-bearing liabilities, EUR million | 29.7 | 30.6 | 32.9
Shareholders' equity, EUR million | 74.3 | 75.5 | 65.7
Net debt / EBITDA | -0.17 | -0.24 | -0.10
Return on equity (ROE), % | 32.5 | 34.5 | 39.0
Return of capital employed (ROCE), % | 30.0 | 31.4 | 33.0
Equity ratio, % | 57.7 | 58.7 | 54.1
Gearing, % | -9.3 | -12.9 | -6.3
Gross investments, EUR million | 2.9 | 2.3 | 2.0
% of net sales | 1.5 | 1.3 | 1.2
Employee salaries, wages and bonuses, EUR million | 29.5 | 28.3 | 26.2
Average personnel | 486 | 466 | 462
Personnel at the end of the financial year | 493 | 480 | 468

33.0

39.0

31.4

34.5

30.0

32.5

Return of capital employed (ROCE)

Return on equity (ROE)

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Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

2023

2024

2025

2023

2024

2025 1

0

2023

2024

2025 1

0

%

25

5

10

20

15

2023

2024

2025

0

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0.7

0.6

0.2

0.3

0.1

0.5

0.4

6.0

2.0

3.0

1.0

5.0

4.0

Per-share key figures

| 2025 | 2024 | 2023
Earnings per share (EPS), EUR | 0.60 | 0.60 | 0.58
Equity per share, EUR | 1.83 | 1.86 | 1.62
Dividend per share, EUR | 0.42 1 | 0.65 | 0.37
Dividend per profit, % | 70.0 1 | 108.3 | 63.8
Effective dividend yield, % | 3.2 1 | 5.4 | 2.8
P/E ratio | 21.6 | 20.2 | 22.9
Share issue adjusted average number of shares | 40,571,380 | 40,571,380 | 40,571,380
Share issue adjusted number of shares at the end of the period | 40,571,380 | 40,571,380 | 40,571,380

Earnings per share

Effective dividend yield

EUR

0.58

2.8

0.60

5.4

0.60

3.2

0

P/E ratio

22.9

20.2

21.6

0.8

0.6

0.2

0.4

0.37

0.65

0.42

Dividend per share

EUR

¹ The Board of Directors of Marimekko proposed on 12 February 2026 to the AGM on 16 April 2026 that a dividend of EUR 0.42 per share is paid for 2025.

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Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

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E – Environmental information

S – Social information

G – Governance information

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Reconciliation of alternative key figures to IFRS

Items affecting comparability are exceptional transactions that are not related to the company’s regular business operations. The Group’s management exercises its discretion when making decisions regarding the classification of items affecting comparability.

(EUR million) | 2025 | 2024 | 2023
Items affecting comparability |  |  |
Employee benefit expenses | -0.5 | -0.6 | -0.6
Items affecting comparability in operating profit | -0.5 | -0.6 | -0.6
EBITDA | 41.9 | 40.7 | 40.6
Employee benefit expenses | 0.5 | 0.6 | 0.6
Comparable EBITDA | 42.3 | 41.3 | 41.2
Operating profit | 31.8 | 31.4 | 31.4
Employee benefit expenses | 0.5 | 0.6 | 0.6
Comparable operating profit | 32.3 | 31.9 | 32.0
Net sales | 189.6 | 182.6 | 174.1
Operating profit margin, % | 16.8 | 17.2 | 18.0
Comparable operating profit margin, % | 17.1 | 17.5 | 18.4

Formulas for key figures

Comparable EBITDA, EUR:

Operating result - depreciation - impairments - items affecting comparability

Comparable operating result, EUR:

Operating result - items affecting comparability in operating result

Comparable operating result margin, %:

(Operating result - items affecting comparability in operating result) x 100 / Net sales

Earnings per share (EPS), EUR:

(Profit before taxes - income taxes) / Adjusted number of shares (average for the period under review)

Comparable earnings per share (EPS), EUR:

(Comparable profit before taxes - income taxes on comparable profit) / Adjusted number of shares (average for the period under review)

Equity per share, EUR:

Shareholders’ equity / Number of shares, 31 December

Return on equity (ROE), %:

Rolling 12 months (Profit before taxes - income taxes) x 100 / Shareholders’ equity (average)

Return on capital employed (ROCE), %:

Rolling 12 months (Profit before taxes + interest and other financial expenses) x 100 / Balance sheet total - non-interest-bearing liabilities (average)

Dividend per profit, %:

Dividend per share x 100 / Earnings per share (EPS)

Effective dividend yield, %:

Dividend per share x 100 / Adjusted share price, 31 December

P/E ratio:

Adjusted share price, 31 December / Earnings per share (EPS)

Equity ratio, %:

Shareholders’ equity x 100 / (Balance sheet total - advances received)

Gearing, %:

Interest-bearing net debt x 100 / Shareholders’ equity

Net working capital, EUR:

Inventories + trade and other receivables + current tax assets - tax liabilities - current provisions - trade and other payables

Net debt / EBITDA:

Interest-bearing net debt / Comparable rolling 12-month EBITDA

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Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

marimekko Art of printmaking since 1951 marimekko.com Art of printmaking since 1951

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Reporting principles

General basis for preparing the sustainability report

Company profile

Marimekko Corporation is a Finnish clothing and textile design company. Marimekko and its subsidiaries form a group that designs, produces, sources, sells and markets clothing, bags and accessories, as well as home décor items ranging from textiles to tableware. A large proportion of the fabrics used in Marimekko’s products are printed at the company’s own textile printing factory in Finland.

In Marimekko’s sustainability report and financial statements, operations are reported at the Marimekko Group level. Any exceptions to this principle are indicated in conjunction with the information in question. In this report, Marimekko has not used the possibility to exclude information related to intellectual property, know-how or results of innovation, or the exception related to impending developments or matters in the course of negotiation as per Article 19a(3) and Article 29a(3) of Directive2013/34/EU.

This report contains material upstream and downstream information on Marimekko’s value chain, particularly related to environmental and social impacts. Reporting on upstream value chain includes data related to materials, among

ESRS 2 – General disclosures

ESRS 2 – General disclosures

Directors’ report

Report of the Board of Directors 2025

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Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

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ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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ESRS 2 – General disclosures

others. Depending on the complexity of the value chain, Marimekko collects information from varying number of tiers. For example, in the textile value chain, the company typically maps both the sewing factory and the material supplier. The company continuously strives to improve the transparency of the supply chain through various measures. In the downstream value chain, the company reports, for example, on its efforts to reduce the environmental impacts of products in the use phase.

The sustainability report is published annually as part of the Report of the Board of Directors, and the reporting period is the same as for financial reporting. This sustainability report covers the financial year from 1 January 2025 to 31 December 2025. Reporting principles applied to each topic are presented at the end of each ESRS standard.

Basis of preparation

This sustainability report has been prepared for the financial year 2025. The sustainability report has been prepared in accordance with the requirements of Chapter 7 of the Accounting Act and the Sustainability Reporting Standards (ESRS) and Article 8 of the Taxonomy Regulation (Regulation (EU) 2020/852 of the European Parliament and of the Council on the establishment of a framework to facilitate sustainable investment and amending Regulation (EU) 2019/2088). In addition, the sustainability report details on actions based on Marimekko’s sustainability strategy for 2021–2025.

The topics and key figures reported in the sustainability report are based on a double materiality analysis. This analysis is described in more detail in this section under Identification and assessment of material impacts, risks and opportunities.

The reported sustainability data and related claims have been verified (limited verification) by an independent third party, KPMG Oy Ab. The verification was carried out in accordance with the international verification standards ISAE 3000 (Revised). Data based on Marimekko’s sustainability strategy term 2021–2025 have not been verified.

Use of transitional provisions

The company actively monitors the regulatory development related to sustainability reporting and develops its reporting accordingly. In this regard, Marimekko will continue to use the transitional provision as applicable in relation to the standards S1 – Own workforce and S2 – Employees in the value chain . The impacts related to these topics on the company's business model and strategy are presented in the section Strategy and business model .

In the Sustainability Report 2025, Marimekko utilizes the transitional provision in E4 – Biodiversity and Ecosystems . In this standard, the company has identified as material sub-topics the direct impact factors of biodiversity loss, as well as impacts on the state of species, the extent and state of ecosystems, and impacts on ecosystem services and dependencies on them.

In 2025, Marimekko conducted a biodiversity assessment in accordance with the Science Based Targets for Nature (SBTN) framework. The assessment focused particularly on land use, freshwater related risks and areas of high biodiversity value, and it covered both Marimekko’s own operations and the principal raw material sourcing countries within its value chain. The assessment did not identify any significant biodiversity related risks or impacts associated with the company’s own operations. However, it confirmed that the most material risks and impacts are linked to the procurement of raw materials. As part of the process, the company identified the most relevant raw materials by sourcing country, while also recognizing that raw material procurement should be examined at a more granular level than the country level in order to obtain a deeper understanding of biodiversity impacts and to enable their systematic mitigation. Over the next few years, the company will explore setting targets and indicators for biodiversity and ecosystems and will further define its operating principles related to this theme.

Even before this assessment, conducted in 2025, for biodiversity-related reasons, the company’s Product Requirements outline that any material from species defined endangered or vulnerable in the International Union for Conservation of Nature’s (IUCN) Red List or included

in the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) must not be used in Marimekko products. The Product Requirements also prohibit the use of leather from farms located in the felled Amazon region or other areas where land has been cleared for cultivation by felling old, endangered or conservation critical forests. Starting from 2024, Marimekko is committed to sourcing only wood-based textile materials that are made from recycled or FSC or PEFC certified raw materials to reduce the risk of deforestation in the supply chain. In addition, Marimekko’s sustainability efforts focus on designing long-lasting products, extending product life cycle, and increasing the use of recycled materials. These actions are essential for mitigating biodiversity impacts by helping reduce pressures associated with producing new materials – such as land use change, greenhouse gas emissions, and water consumption.

Marimekko has mapped the locations of its own operating sites in relation to biodiversity-sensitive areas. During the reporting year, Marimekko did not have any of its own operations in areas classified as Key Biodiversity Areas, Ramsar areas, UNESCO World Heritage Sites or legally protected areas.

The assessment conducted during the reporting year presented above was the first concrete step in identifying the company's dependencies on biodiversity and ecosystems. During the reporting year, the company did not identify any transition or systemic risks related to the theme, nor did it consult the affected communities on the topic. So far, the company has not identified that it should implement biodiversity-related mitigation measures, which are identified, for example, in the following: Directive 2009/147/EC of the European Parliament and of the Council on the conservation of wild birds; Council Directive 92/43/ EEC on the conservation of natural habitats and of wild fauna and flora; an Environmental Impact Assessment (EIA) as defined in Article 1(2), point (g), of Directive 2011/92/ EU of the European Parliament and of the Council on the assessment of the effects of certain public and private projects on the environment. The need for mitigating

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measures will be reassessed once biodiversity impacts have been systematically identified.

Risk management and internal controls over sustainability reporting

Marimekko’s sustainability report is prepared in accordance with the Group’s statutory reporting, risk management and internal control principles and processes, which are consistent with financial reporting where applicable. Risks related to the company’s business are assessed by means of comprehensive risk management, which is a continuous and systematic process for identifying and assessing key risks related to the company’s operations and operating environment. Key risks are those that may prevent the use of a business opportunity, jeopardize or prevent the achievement of strategic goals set by or the continuity of the operations of the Group or a part of it, or otherwise cause significant consequences for the company, personnel or stakeholders. It is essential to identify and assess the risks, threats and opportunities that may be of significance to the implementation of the company’s values and strategy and to the achievement of short- and long-term goals, as well as to identify and assess the company’s impact on society and the environment.

In both financial and sustainability reporting, risk assessment, prioritization and internal control are based on risk identification and analysis. The control is focused on the most material identified risks. Marimekko’s internal control is based on the COSO (Committee of Sponsoring Organizations) model, and the internal control related to the reporting process is part of Marimekko’s comprehensive internal control and risk management framework.

The risks identified for sustainability reporting comprise the completeness and integrity of the reported information, particularly regarding the information collected from the value chain, and the timeliness of reporting. To ensure the accuracy and timeliness of the reported information, Marimekko has defined a governance model that includes the roles and responsibilities of sustainability reporting.

The implementation of sustainability reporting is the responsibility of Marimekko’s CFO together with the sustainability team (part of the Business Development and Transformation function) and the company’s Legal, People & Culture as well as Communications and Investor Relations teams. The company also uses the Group’s financial services and external service providers for sustainability reporting. Business process owners are responsible for producing reported information in a transparent manner. The responsibility for the accuracy of reported content and delivery according to the process is assigned to the work roles defined in the governance model. Internal controls are in place to ensure the accuracy and timeliness of the reported content, and the reporting is steered and monitored by Marimekko’s Audit and Remuneration Committee and Management Group.

Sustainability governance

Role of the administrative, management and supervisory bodies

The sustainability report contains information on sustainability management. Information on the general tasks, composition, competence of the governance and control bodies as well as risk management processes is presented in the Corporate Governance Statement .

Sustainability management at Marimekko

Marimekko is committed to following the same operating principles all over the world, in compliance with international and local laws and regulations, Marimekko’s values and ethical business conduct. Responsibility for sustainability matters lies with the Board of Directors, the President and CEO and the Management Group. Marimekko’s operating practices are based on the company’s Code of Conduct approved by the Board of Directors. In addition, the Board of Directors has approved in the beginning of 2025 Marimekko’s Sustainability Policy, which further specifies the operating practices related to sustainable business. More information on the content of the Code of Conduct and

Sustainability Policy can be found in section G1 – Business Conduct under Policies and under each topic under Policies .

Marimekko’s sustainability work in 2025 was guided by the company’s business strategy as well as the related sustainability strategy, which is set for the term 2021–2025. The focus areas of the sustainability strategy and work are based on the company’s brand, vision, and values, and informed by analyses of fashion and textile industry megatrends, consumer trends and insights, and sustainability factors throughout the value chain. They also draw on benchmarking of industry practices, ongoing stakeholder dialogue, and contributions from employees. Based on this information and the views of the company's experts, the company started preparations for the sustainability strategy term 2026–2030 during the reporting year.

In addition, the company has carried out a double materiality analysis required by the Sustainability Reporting Directive, which contributes to specifying sustainability actions. The double materiality analysis is described under Identification and assessment of material impacts, risks and opportunities.

Sustainability-related impacts, risks and opportunities are described in the section Identification and assessment of material impacts, risks and opportunities and topically in the sections dealing with environmental, social and governance aspects. Other significant risks and uncertainties related to the company’s business operations are described in the Report of the Board of Directors .

Board of Directors

The Annual General Meeting elects the Board of Directors annually. A person elected to the Board of Directors must have the competence required for the position, including competence in sustainability themes, and the opportunity to devote sufficient time to the Board duties. Diversity of the Board of Directors, including the members’ mutually complementing competencies, education and experience of different industries and geographical regions significant for the company’s business, as well as their personal characteristics, helps ensure that the Board as a whole

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supports the implementation of Marimekko’s business and sustainability strategies and the customer orientation of its business in an optimal manner.

Marimekko’s Board of Directors approves the company’s Code of Conduct, sustainability strategy and its key targets and is responsible for sustainability reporting. In addition, the Board approves the company’s ethics & compliance program and monitors its progress. In accordance with the annual cycle, the Board of Directors follows up on the progress of the company’s sustainability strategy and reviews the sustainability report. The Board addresses other sustainability-related matters as necessary and consults the company’s sustainability experts.

At the end of 2025, Marimekko’s Board of Directors consisted of 6 members (31 December 2024: 6), of whom 67 percent (67) were men and 33 percent (33) women. A total of 83 percent (83) of the members are independent of the company or the company’s significant shareholders. 1 of the 6 members of the Board of Directors has been paid a remuneration for a half-time position under a separate executive contract. The personnel do not have a representative in the company’s management.

Through operational positions and/or positions of trust, the Board members have diverse experience in the fashion, clothing, technology and retail industries and knowledge of the impacts, risks and opportunities related to sustainable business in these industries. This industry and business model expertise supports the Board’s work with regard to material impacts, risks and opportunities. In addition, all Board members have strong expertise in good governance through operational management positions and/or positions of trust in listed companies or other large companies. All members of the Board of Directors have a university degree and one has a doctorate. The degrees represent different fields, with an emphasis on business and administration. The Board members’ ages vary between 33 and 61 years (32–60).

The sustainability competence of Marimekko’s Board of Directors is ensured through regular sustainability, environmental and compliance briefings given by the company’s experts, which provide the members of the

Board of Directors

approves and signs the sustainability report

approves Marimekko Code of Conduct, Sustainability Policy and ethics & compliance program and monitors its progress

approves the sustainability strategy and its key targets and monitors the progress of the strategy

sets annual sustainability targets for the President and CEO and Management Group members

Audit and Remuneration Committee

is responsible for the appropriate organization of the company’s sustainability reporting and its assurance

is responsible for monitoring the company’s impacts, risks and opportunities

monitors the effectiveness of internal control and risk management systems

assesses risk reports and prepares matters related to risk management for the Board of Directors

President and CEO

is responsible for the compliance of the company’s operations with laws and regulations

is responsible for the appropriate organization of risk management in the Group

is responsible for implementing the ethics & compliance program in accordance with the Board’s instructions

The Management Group

is responsible for identifying and assessing risks both in general and each within their own areas of responsibility, as well as for the appropriate risk management measures

oversees the implementation of the ethics & compliance program

approves Supplier Code of Conduct and its supporting detailed guidelines

Sustainability Steering Group

oversees compliance with the Supplier Code of Conduct and the more detailed related guidelines in procurement and the supply chain

monitors the progress of the social compliance audit programme

Business Development & Transformation and its Sustainability team

is responsible for developing the sustainability strategy in the company and in the value chain

with its in-depth expertise, supports and advises the organization in wide-ranging sustainability work

monitors the progress of sustainability work in relation to the targets

is partly responsible for the sustainability reporting

Design, Innovation & Creative Concepts

is responsible for designing the collections following Marimekko’s design philosophy based on timelessness, functionality and longevity, and taking into account the principles of circular economy

Innovation Works team

is responsible for promoting the adoption of innovative and new projects related to sustainability and circular economy, such as new materials

Product and Supply Chain

is responsible for product development, procurement and manufacturing in line with the sustainability strategy, taking into account Marimekko’s material strategy and the principles of circular economy

selects partner suppliers and constantly communicates with them in accordance with the defined due diligence process

Quality team

is responsible for product quality and compliance in different markets

Other business units and teams

mapping and mitigating sustainability risks, sustainability measures and sustainability work development in their respective area

providing information for sustainability reporting from their area

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Board with information on the company’s most material sustainability-related impacts, risks and opportunities as well as the progress towards the company’s sustainability goals. Based on this information and previous experience, the Board of Directors is able to consider different perspectives when overseeing the company’s strategy and risk management process as well as possible compromises in decision-making.

The Board of Directors and its Audit and Remuneration Committee may also obtain external expert assistance in sustainability matters, if necessary. During the financial year 2025, the Board of Directors met 10 times (8) and discussed the following sustainability topics in its meetings: Risks; Personnel competence mapping and succession planning; Progress of the sustainability strategy and reporting; Progress of the company's material strategy; and Sustainability reporting in accordance with CSRD. Each theme was presented to the Board by a member of the company’s top management, related to their respective area of responsibility.

Board of Directors’ Committees

Marimekko’s Audit and Remuneration Committee is responsible for the appropriate organization of control over the company’s accounting, financial and sustainability reporting, monitors the effectiveness of internal control and risk management systems, assesses risk reports and prepares risk management matters for the Board of Directors.

During the financial year 2025, the Audit and Remuneration Committee of the Board of Directors met 5 times (5) and discussed the following themes related to material impacts, risks and opportunities in its meetings: Risks; Four updates on the company’s sustainability reporting in accordance with the CSRD, including the double materiality analysis; The update of the company's Product Requirements; and The progress of the company’s ethics & compliance program.

President and CEO and Management Group

The Board of Directors sets annual targets for senior management, which comprises the President and CEO and the members of the Management Group. The targets for senior management members also include sustainability- related indicators associated with each member’s area of responsibility. These targets are expanded and implemented in Marimekko’s teams and business units and the Management Group monitors their progress at least once every six months. The President and CEO is responsible for day-to-day management in accordance with the Board’s instructions. Being responsible for the implementation of the company’s sustainability measures, the President and CEO reports to the Board of Directors on the material impacts, risks and opportunities related to sustainability as well as the progress towards the sustainability targets by providing the Board of Directors, alone or together with the company’s sustainability experts, with an annual sustainability report as well as reviews of sustainability-related themes in accordance with the Board of Directors’ annual cycle. In addition, the President and CEO is responsible for the appropriate organization of risk management in the Group. Members of Marimekko’s Management Group have diverse experience in the fashion, clothing, technology and retail industries and knowledge of the impacts, risks and opportunities related to sustainable business practices in these industries. In addition, the Management Group members have expertise in good governance through earlier and/or current management positions and/or positions of trust in listed companies or other large companies. At the end of 2025, Marimekko’s Management Group consisted of 11 members (11), of whom 9 percent (9) were men and 91 percent (91) women.

The members of the Management Group are each responsible for sustainability measures in their area of responsibility in accordance with the Group’s sustainability strategy and for identifying and assessing sustainability- related risks and appropriate risk management measures. The responsibility for implementing the sustainability strategy in the company’s own operations and in the value chain, monitoring material impacts, opportunities and risks

related to sustainability (double materiality analysis) and developing sustainability work accordingly rests with the Chief Business Development Officer. This Officer reports to the Management Group on topical sustainability issues affecting the company every six months.

Within the Management Group, the Chief Financial Officer is responsible for sustainability reporting. The General Counsel is responsible for supporting the risk assessment process, developing and harmonizing risk management, risk management training and guidance provision, and ensuring the consistency of the reporting templates and systems used in risk management. The Group’s Legal, Communications and Investor Relations, People & Culture as well as Business Development and Transformation functions are jointly responsible for the accuracy and timeliness of sustainability communications and compliance with laws and regulations related to reporting.

During the financial year, a more detailed structure and role as part of the company's sustainability governance were defined for the Sustainability Steering Group, which had already operated earlier. The Sustainability Steering Group includes both members of the Management Team and sustainability experts.

Integration of sustainability-related performance in incentive schemes

Marimekko’s Remuneration Policy forms the basis for the remuneration of Marimekko’s Board of Directors and President and CEO. The Annual General Meeting has confirmed Marimekko’s Remuneration Policy with an advisory decision. The purpose of the policy is to support the company’s long-term financial performance and success, contribute to the positive development of shareholder value and increase commitment to the company. The remuneration practices support Marimekko’s financial and business strategy objectives and targets as well as the company’s sustainability strategy and values.

Marimekko’s Annual General Meeting decides on the remuneration of the Board of Directors annually. There are no business or sustainability targets included in the

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remuneration of the Board of Directors. The Board of Directors decides on the remuneration of the President and CEO and the Management Group on the basis of a proposal by the Audit and Remuneration Committee. The short-term incentive scheme for the President and CEO is decided annually and may not exceed 50 percent of the fixed annual salary. The incentive is based on the achievement of the annually set targets. In 2025, the earning criteria for the President and CEO’s short-term incentive were based on the development of the company’s comparable operating profit (60 percent), development of net sales (20 percent of the incentive) and as well as personal targets (20 percent), which included various sustainability targets, such as reducing greenhouse gas emissions intensity.

Other members of the Management Group also have part of their remuneration tied to sustainability targets related to their respective area of responsibility. In 2025, the Management Group’s sustainability targets included, for example, reducing the intensity of greenhouse gas emissions and water use, and promoting an ethical corporate culture in the company’s value chain. For other members of the Management Group, sustainability targets were included in the personal targets with a maximum weight of 20 percent in the remuneration for 2025.

Report on sustainability due diligence process

Marimekko Corporation complies with the Finnish Limited Liability Companies Act, other regulations concerning publicly listed companies, Marimekko Corporation’s Articles of Association and the rules and guidelines of Nasdaq Helsinki Ltd. In addition, Marimekko complies with the Corporate Governance Code for listed companies, which entered into force on 1 January 2025.

The due diligence process is integrated into the company’s governance, strategy and business model. The roles of the administrative, management and supervisory bodies are described in the section Sustainability management at Marimekko.

The most important ethical business principles are outlined in the Marimekko Code of Conduct, Supplier Code of Conduct and Sustainability Policy. These codes

cover, among others, the company’s commitment to sustainability and responsible operation in such matters as environmental issues, social aspects, respect for human rights and combating corruption and bribery. The Supplier Code of Conduct is appended as a part of the agreements between Marimekko and its partner suppliers, i.e. contract manufacturers.

The identification and assessment of adverse impacts is described in more detail in the section G1 – Business conduct under Identification and assessment of material impacts, risks and opportunities . The implementation of measures to prevent adverse impacts is described in sections E1 – Climate change, E3 – Water and marine resources, S1 – Own workforce and S2 – Workers in the value chain under Actions . The monitoring and communication of the actions’ effectiveness is reported in the section S2 – Workers in the value chain under Processes to remediate negative impacts and channels for value chain workers to raise concerns .

Marimekko is a member of numerous international cooperation networks, such as amfori BSCI, whose monitoring mechanisms include interviewing employees. In addition, public consultations are carried out in connection with the regular review of the criteria for these cooperation networks, and employees can also participate in these consultations. Interaction with affected stakeholders at key stages of the due diligence process is described in section S2 – Workers in the value chain under Actions and G1 – Business Conduc t under Business conduct . Marimekko has instructions and defined processes to apply in case of suspected violations of legislation or the company’s Code of Conduct and other industry guidelines which are described in more detail in section G1 – Business Conduct under Mechanisms for identifying, reporting and investigating concerns .

The company’s due diligence process is continuously evaluated and developed. In 2025, the company launched a systematic review of the human rights and environmental due diligence process (HREDD) and the planning of related development measures. The aim is to strengthen, among others, stakeholder engagement, management measures

for the most critical risks and the accessibility of grievance mechanisms.

Strategy, business model and value chain

Strategy and business model

Marimekko’s design philosophy and operations have since its founding been based on the aim of providing its customers in all markets with timeless, functional and high-quality products that bring them long-lasting joy and that they will not want to throw away. Marimekko’s most significant product groups are fashion, bags and accessories as well as home products. There were no significant changes in these during the reporting period.

Marimekko designs, produces, sources, markets and sells clothing, bags and accessories, as well as home décor items ranging from textiles to tableware. The business model is based on a variety of distribution channels, which include company-owned Marimekko stores, outlet stores and e-commerce (retail), partner-owned Marimekko stores, shop-in-shops and e-commerce as well as department stores and multi-brand stores or e-tailers (wholesale), and licensing as well as various creative retail concepts, such as pop-up stores, which are constantly increasing in importance. Marimekko’s wide product range is manufactured by an international network of approximately 140 partner suppliers. In 2025, 40 percent (44) of Marimekko’s products sold were manufactured in EU countries and the remainder was mainly manufactured in non-EU European countries or in Asia. A large proportion of the fabrics used in different product lines are printed at the company’s own textile printing factory in Helsinki, Finland. The textile printing factory also serves as an innovation hub for the company’s core differentiator, its art of printmaking, and enables active participation in research and development projects related to products and operations.

Marimekko’s key markets are Northern Europe, the Asia-Pacific region and North America. Finland is a strong domestic market for the company. At the end of 2025,

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Marimekko’s personnel by headcount (in an employment relationship on 31 December) were distributed by market area as follows: Finland 555 (544), Scandinavia 66 (57), Europe (formerly EMEA, the name change does not affect reported figures) 7 (0), North America 23 (24) and the Asia-Pacific region 47 (52). The average number of full- time equivalent employees is presented in Note 4 to the consolidated financial statements . The number of full-time equivalent employees by market area is presented in the Report of the Board of Directors under Personnel .

Based on the business model, Marimekko’s customer groups comprise consumers in all operating countries as well as wholesale customers, such as company’s partners in different markets, department stores and multi-brand stores. There were no changes in the key markets or customer groups during the reporting period.

In both business and value chain, the company emphasizes a proactive approach to addressing sustain- ability-related challenges. Long-lasting products play a central role in this work, and their design and manufacture take into account factors such as the quality of the materials used in the products, the environmental and social impacts, the repairability of the product and the principles of circular economy. In addition, in its operations the company pays attention to direct logistics deliveries, the use of renewable energy and closed-loop production models.

Marimekko has defined five strategic success factors on which the company intends to scale its growth during the strategy period 2023–2027. The company focuses on scaling the Marimekko phenomenon and business to bring joy and empower an increasing number of people around the world. These five strategic SCALE success factors are:

S: Determined sustainability efforts support Marimekko’s long-term success

C: Sharpened creative vision to speak to a wider global audience

A: Accelerating growth in Asia

L: Love for Marimekko life

E: End-to-end digitalization to boost omnichannel growth and efficiency

The company believes that determined sustainability efforts support its long-term success and has therefore made it one of its five strategic success factors. Marimekko’s sustainability work, for sustainability strategy term 2021–2025, was summarized in three main principles that extend to the value chain in addition to the company’s own operations. These principles and related targets were:

Timeless design brings joy for generations to come

Our design philosophy is based on timelessness

We offer durable, high-quality and functional products

We actively work to prolong product lifetime

We contribute to the circular economy through new processes and services

The products of tomorrow leave no trace

We work to reduce our greenhouse gas emissions intensity throughout the value chain

We work to reduce the amount of chemicals used in our supply chain

We work to reduce the water use intensity in our supply chain

We minimize waste and maximize recycling and upcycling of materials in our operations

Positive change through fairness and equality

We promote human rights, living wages, worker empowerment, and safe working conditions in our supply chain

We aim for full product transparency

We provide an inspiring, responsible and caring workplace

Our culture is founded on equality, diversity, and inclusivity and we promote and foster these values in our entire value chain

These principles and targets guide everything Marimekko does, from design and product development to production, logistics and serving customers in stores or online. More detailed information on the actions related to these targets is provided in each topical standard under Actions .

During the reporting year, the company started preparing for the sustainability strategy term 2026–2030. The strategy term will continue the systematic work to identify and mitigate the company’s environmental and social impacts.

The value chain

In the fashion and textile industry, value chains are typically long and global. The upstream of Marimekko’s value chain is related to the products’ raw materials, such as the production of fibers and materials (yarn, pulp and material production) as well as assembly, including dyeing, cutting and sewing and, in home products, also casting. In this part of the value chain, direct suppliers include the factories that manufacture the end products as well as the material suppliers of the textile printing factory in Helsinki. Marimekko’s own operations within the value chain include product design and development – which steer the material choices and production phases and, consequently, the related sustainability impacts – as well as material sourcing, the production at the textile printing factory, product storage, logistics and distribution, and product sales through Marimekko’s own stores, online store and wholesale.

The downstream of the value chain includes our customers, as well as the end of product life cycle, such as reuse and recycling. For example in Finland, and in other markets as a pop-up, Marimekko offers repair, alteration and maintenance services and an online reselling service to help extend the product life cycle.

Interests and views of stakeholders

At Marimekko, sustainability is integrated into business decisions and long-term planning. This approach reflects the company’s commitment to delivering long-term benefits to stakeholders while minimizing its environmental and social impacts. Marimekko’s key stakeholders are: Consumers; Distribution partners and retailers; Personnel; Shareholders, investors and analysts; Contract manufacturers; Affected stakeholder groups; Media and influencers; Partners; NGOs and charities; Universities and research institutions.

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For consumer customers, for example, high quality and long-lasting products are factors that increase satisfaction and loyalty. Investors can benefit from the company’s expansion into international markets in the form of return on investment. Marimekko’s continuous sustainability work and compliance with responsible operating practices and legislation are important for maintaining the trust of customers and other stakeholders. The company’s sustainability initiatives, such as setting science-based emission reduction targets and committing to material strategy and ethical business practices, can improve its reputation and reduce environmental impacts, thus benefiting a wide range of stakeholders, such as communities along the value chain and supply chain partners as well as the affected stakeholder groups. As part of the assessment and development of the HREDD process, the company seeks to enhance its practices for engaging with these groups in order to gain a deeper understanding of their perspectives.

Marimekko is committed to continuously improving its products and practices in collaboration with its personnel, partner suppliers and other stakeholders. The company is a member of the world’s largest corporate responsibility initiative, the UN Global Compact, and is committed to upholding its ten principles. Marimekko is also committed to the Science Based Targets initiative (SBTi) and has set near- term science-based emission reduction targets.

The company wants to communicate its operations transparently and maintain an active dialog with its stakeholders. For example, in creating the company’s current SCALE strategy and annual action plans, the company’s own workforce is involved in defining the priorities and content through workshops and surveys, among other things. In the preparation of the sustainability strategy term 2026–2030, the personnel were consulted in 2025 through a survey open to all and workshops based on the survey’s results.

The company receives feedback on its operations through, e.g., customer feedback from retail and wholesale customers, suggestions from employees, meetings and

surveys with investors, suppliers and other stakeholders, and via traditional and social media. Key stakeholder messages and essential feedback are regularly reported to Marimekko’s Board of Directors and Management Group.

Stakeholder views were integrated into the double materiality analysis conducted in 2023–2024 and in the update of the double materiality analysis in 2025, based on which Marimekko confirmed its operationally material sustainability themes. Stakeholders expressed a range of perspectives, but all groups emphasized environmental and social aspects and good governance throughout the value chain. The interviews deepened Marimekko’s understanding of the topics that are important to different stakeholder groups and these insights are reflected in the themes identified as material in the double materiality analysis.

The sustainability expectations and perspectives that emerged through the double materiality analysis and other stakeholder surveys already have an impact on the company’s sustainability strategy and sustainability work as well as the communication of sustainability-related matters at the product and company level. They also serve as the basis for the planning and implementation of the company’s sustainability strategy term 2026–2030.

The double materiality analysis is described in more detail under Identification and assessment of material impacts, risks and opportunities .

Identification and assessment of material impacts, risks and opportunities

For this sustainability report, Marimekko’s material impacts, risks and opportunities related to sustainability have been identified in a double materiality analysis and its update in 2025, based on the principles of the company’s risk management process. Other risks related to the company’s business are assessed by means of comprehensive risk management, which is a continuous and systematic process for identifying and assessing key risks related to

the company’s operations and operating environment. Key risks are those that may prevent the use of a business opportunity, jeopardize or prevent the achievement of strategic goals set by or the continuity of the operations of the Group or a part of it, or otherwise cause significant consequences for the company, personnel or stakeholders. It is essential to identify and assess the risks, threats and opportunities that may be of significance to the implementation of the company’s values and strategy and to the achievement of short- and long-term goals, as well as to identify and assess the company’s impact on society and the environment.

According to the comprehensive analysis, risks and opportunities related to Marimekko’s material sustainability themes include the impacts of climate change and loss of biodiversity on the availability and supply chain of raw materials, ensuring the sustainability of the supply chain, changes in consumer behavior and in the company’s product portfolio weightings, increasing expectations and new tools regarding the transparency of the value chain, continuously evolving best practices in the industry as well as increasing regulation that may affect, for example, the company’s products, communications and the value chain more broadly. The themes emerging from the double materiality analysis align with the findings of Marimekko’s comprehensive risk management process.

The members of Marimekko’s Management Group are responsible for identifying and assessing risks both as a whole and in their respective areas of responsibility, implementing appropriate risk management measures and communicating risks and measures to the personnel. The General Counsel is responsible for supporting the risk assessment process and developing and steering risk management, among other things. The material impacts, risks and opportunities identified in the double materiality analysis are managed in the same way as the risks identified in the comprehensive risk management process.

Double materiality analysis

The identification and assessment of sustainability-related impacts, risks and opportunities cover the company’s own

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Key figures of the Group and formulas for the key figures

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ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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operations, different stages and business relationships in the value chain as well as other parties that are or may be affected by the company’s activities. The company strived to extensively examine impacts, risks and opportunities in the value chain, from raw material production to product end-of-life and recycling.

Marimekko’s double materiality assessment process did not focus on any specific activities, business relationships or geographical areas, and Marimekko’s due diligence process has recognized regional differences in such areas as the assessment of human rights risks. These were considered as part of the assessment of impacts, risks and opportunities.

Marimekko does not have own workforce in countries identified as high-risk areas, and there is no risk of child or forced labor within its own workforce.

Marimekko conducted the double materiality analysis in four phases in 2023–2024. The first phase consisted

Material impact criteria and values

Criterion

Criterion description

Applied numerical values

Scale

How severe is the negative impact, whether it leads to non-comp- liance with laws or regulations; or how beneficial is the positive impact for people or the environment?

1–5

(minimal–absolute)

Scope

How widespread are the negative impacts? Regarding envi- ronmental impacts, extent refers to the spread of environmen- tal damage or a geographical region; with regard to impacts on people, to the number of people affected.

1–5 (limited–very widely spread)

Irremediability

Can the negative impacts be mitigated and to what extent; can the environment be restored or people’s previous state recovered?

1–5

(easy–non-remediable)

Likelihood

How likely is it that the impact will occur?

25/50/75/100%

(very unlikely–very likely)

The materiality of positive impacts was calculated using the formula: (scale + extent)/2 x likelihood percentage

The materiality of negative impacts was calculated using the formula: (scale + extent + restorability)/3 x likelihood percentage

If an identified impact scored 3.5 or more in this calculation, it was assessed to be material.

of defining Marimekko’s value chain and the impacts of Marimekko’s operations in its various parts as well as sorting the impacts between those attributable to Marimekko’s strategy and business model and those attributable to business relationships.

In the second phase, views on the company’s actual and potential impacts, risks and opportunities were collected from internal and external stakeholders by conducting interviews and surveys as well as analyzing research and survey results concerning Marimekko and its industry. The ten topics defined in the EU Sustainability Reporting Standard were used as a reference framework. In addition to the company’s own personnel, the involved stakeholders comprised raw material suppliers, product manufacturers (partner suppliers), customers, consumers as well as investors and NGOs.

The sustainability impacts were identified using Marimekko’s internal and external reporting data, existing

assessments on various topics, the company’s operating principles and objectives, external research and surveys as well as expert opinions collected in stakeholder interviews. In addition, environmental impacts related to climate, water and marine resources were identified using environmental impact reports such as greenhouse gas calculations, and data on energy and water consumptions and generated waste. Impacts on own workforce, workers in the value chain and business operations were identified using Marimekko’s personnel surveys and the human rights risk assessment carried out by Marimekko.

The material impacts, risks and opportunities of water resources are related to Marimekko’s entire business, which is the Group’s only business segment. Water is a material issue in the company’s own operations in Finland. Upstream of the value chain, water is a material issue in several geographies in Europe and Asia for the sourcing of raw materials and the manufacture of products. Downstream of the value chain, water is a material issue in the use phase of products that require frequent washing. Marimekko does not use significant amounts of marine natural resources that are essential for the good environmental status or protection of marine waters. However, the company’s printing factory uses some chemicals, for which seaweed is used for raw material production.

In the third phase, internal workshops were arranged to identify and assess the financial impacts of the material topics. Risks and opportunities for Marimekko’s business were assessed on the basis of the thresholds in euros defined in the company’s risk management process as well as the likelihood and possible time horizon of the event. Risks and opportunities were identified using internal and external reporting data, risks identified in the risk management system, existing reports on different topics, Marimekko’s operating principles and objectives, and the expert opinions gathered in the workshops and stakeholder interviews. In addition, a scenario analysis based on climate scenarios defined by the IPCC was used in the identification of climate risks. Water risks and opportunities related to the company’s own operations and value chain have been

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identified using the same climate scenarios as in the climate risk assessment, as well as publicly available geographic information tools that provide information on regional water risks.

Risks and opportunities related to the company’s own workforce were identified with reference to existing practices and guidelines, external reporting and the equality plan. Risks related to workers in the value chain and business operations were identified using Marimekko’s external reporting, sustainability strategy, existing reports on operating principles and NGO reports on sustainability in the textile sector.

In the fourth phase, the project team reviewed the topics raised in the analysis. Marimekko’s management and sustainability experts validated the impacts, risks and opportunities based on their likelihood, scope and irremediability, and assessed the time frame for their possible realization using the same time frames that are generally used in the company’s assessment of financial risks and opportunities:

short term (1–2 years)

medium term (2−5 years)

long term (more than 5 years).

The time frames related to climate change are an exception to the above, and they are presented in connection with section E1 – Climate change .

In the double materiality analysis, the threshold 3.5 (+70%) for material topics was exceeded in terms of positive and/or negative impacts. In the double materiality analysis, there were no risks or opportunities whose impact on the company’s financial status, result or financing was material.

Based on the threshold values, Marimekko’s material sustainability topics and sub-topics (in brackets) were:

E1 – Climate change (climate change mitigation, energy)

E3 – Water and marine resources (water)

E4 – Biodiversity and ecosystems (factors directly impacting biodiversity loss, impacts on the state of species, impacts on the extent and state of ecosystems and impacts on ecosystem services and dependencies on them)

S2 – Workers in the value chain (working conditions, equal treatment and opportunities for all, other work-related rights).

The double materiality analysis was reviewed by Marimekko’s Management Group, which approved the threshold value for the double materiality analysis but decided that, based on the company’s values, strategy and the continuity of reporting as well as the decision-making needs of report users, the material themes to be reported according to the EU Sustainability Reporting Standard shall also include the following:

S1 – Own workforce (working conditions, equal treatment and equal opportunities for all)

G1 – Business conduct (corporate culture, whistleblower protection, animal welfare, political interaction and lobbying, relationships with suppliers of goods and services, including payment practices, corruption and bribery)

The material impacts, risks and opportunities of these topics are the sub-topics whose value rose to the highest in the double materiality analysis, being 3.0 (+60%). These sub-topics, which are all positive impacts, are presented in the table Material topics and sub-topics .

The double materiality analysis was then presented to the company’s Audit and Remuneration Committee, which confirmed six themes for the company’s sustainability reporting.

In addition to the required reporting on material topics according to the double materiality analysis, the sustainability report includes company-specific key figures related to greenhouse gas emissions (section E1 – Climate change ), water use (section E3 – Water and marine resources ) and workers in the value chain (section S2 – Workers in the value chain ).

2025 update to double materiality analysis

In 2025, Marimekko updated its double materiality assessment, confirming that the results and themes identified in the analyses conducted in 2023 and 2024 remain material.

As part of the update, stakeholder engagement was expanded to include a broader range of the company’s own employees, customers and investors. The consultations reaffirmed the continued importance of key sustainability themes such as long lasting products, nature, circularity and social responsibility topics related to the company’s own workforce and workers in the value chain. Based on these consultations, Marimekko’s sustainability experts reviewed the materials and scoring of the 2024 assessment, which at this stage did not require changes. The results of the updated double materiality assessment were presented to Marimekko’s Audit and Remuneration Committee, which confirmed the same six material themes for the company’s sustainability reporting as in the 2024 reporting period.

Sustainability topics defined as material

The sustainability topics in the green section of the matrix have been identified as material for Marimekko. The letter number abbreviations in the matrix correspond to the sustainability topics’ abbreviations used in the Sustainability Reporting Directive.

E4

Financial materiality

Financial risks

Negative impacts

Financial opportunities Positive impact

Threshold for materiality = 70

S 2

E4

E2

E5

E5

E4

E1

G1

S 4

S1

S3

S 2

S1

S3

E1

E3

E3

S4

G 1

G1

S 4

E2

20 40 60 80 100

-100 -80 -60 -40 -20

100

80 60 40 20

-20

-40 -60 -80 -100

Impacts

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E – Environmental information

S – Social information

G – Governance information

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Material topics and sub-topics

Descriptions, impacts, origin, time horizon and phase in the value chain

Theme and description (material sub-theme)

Impact (+/–)

Origin and relation

Value chain phase

Time horizon of impacts

E1

Climate change (E1.2, E1.3)

Greenhouse gas emissions from raw material production

Business relationships

1

Energy consumption and greenhouse gas emissions from the product manufacturing process

Business relationships

1

Greenhouse gas emissions from product transport

Business relationships

2

Energy consumption and greenhouse gas emissions during the product use phase

Business relationships

3

E3

Water and marine resources (E3.1)

Using organic and recycled cotton to reduce the use of blue water

Business relationships

1

Water use and emissions into water from raw material production

Business relationships

1

Water use and emissions into water from the product manufacturing process

Business relationships

1

Water use in the use phase of textile and ceramic products

Business relationships

3

E4

Biodiversity and ecosystems

(E4.1, E4.2, E4.3, E4.4)

Land use pressure and loss of habitats and deterioration of soil quality due to raw material production and textile production

Business relationships

1

Biodiversity loss due to global warming caused by greenhouse gas emissions

Business relationships

1

Biodiversity loss due to water and soil pollution from textile dyeing and printing and leather tanning

Business relationships

1

S1

Own workforce (S1.1, S1.2)

Opportunities for professional development and career development

Own operations

2

Actions related to occupational health and safety management and well-being

Own operations

2

Developing the employee experience through the development of leadership skills and managerial work and through an inspiring and caring workplace

Own operations

2

Global corporate culture based on equality, diversity and inclusion

Own operations and business operations

3

2

Positive impact on people and/or the environment

Negative impact on people and/or the environment

Upstream

Own operations

Downstream

1

3

2

Short

Medium

Long

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E – Environmental information

S – Social information

G – Governance information

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Theme and description (material sub-theme)

Impact (+/–)

Origin and relation

Value chain phase

Time horizon of impacts

S2

Workers in the value chain

(S2.1, S2.2, S2.3)

Promoting a socially responsible supply chain, including the implementation of human rights, guided by Marimekko’s Supplier Code of Conduct

Business relationship

1

External audits and visits help to ensure compliance with guidelines at product manufacturing sites

Business relationship

1

Improvement of due diligence processes to ensure up-to-date practices in the changing value chain conditions

Business relationship

1

Neglecting human rights, such as appropriate working conditions, working hours and wages, in the value chain

Business relationship

1

G1

Business conduct

(G1.1, G1.2, G1.4, G1.5, G1.6)

Environmental practices, strict risk and due diligence practices and compliance with environmental legislation throughout the supply chain lead to a healthier and more responsible environment

Own operations and business operations

2

1

Human-related business practices, such as working conditions, occupational safety and human rights aspects, improve the lives of Marimekko’s employees and workers in the value chain

Own operations and business operations

2

1

Ethical business practices, such as combating corruption and bribery, avoidance of conflicts of interest and fair payment practices, build trust in the value chain and business

Own operations and business operations

2

1

Favoring long-lasting materials and banning materials that do not promote animal welfare

Own operations and business operations

2

1

Assessing the impacts, risks and opportunities of non-material themes

As part of the double materiality analysis, Marimekko also identified impacts, risks and opportunities for themes that did not exceed the materiality threshold in the assessment. With regard to topics E2 – Pollution and E5 – Resource use and circular economy , Marimekko’s internal and external reporting data, studies on various themes, the company’s policies and targets, external studies and surveys, and expert views gathered in stakeholder interviews were utilized in identifying sustainability impacts, risks and opportunities. The company did not conduct consultations with affected communities on pollution or resource use and circular economy.

Regarding the topic E2 – Pollution , Marimekko mapped the locations of its offices and operations. The company’s only industrial plant is located in Helsinki, Finland, where pollution is prevented in accordance with the valid environmental permit. There is no risk of pollution in the company’s other own operations, as they do not generate wastewater or involve hazardous chemicals. Downstream of the value chain, disposal of products is also not estimated to cause pollution, as the products do not contain any hazardous substances. At the beginning of the value chain, the company has not systematically assessed pollution risks, but the company’s policies, such as the Supplier Code of Conduct, compliance with REACH and the company’s list of prohibited substances, are in place to prevent pollution.

Regarding to topic E5 – Use of resources and circular economy , Marimekko treated the company’s raw material procurement and product manufacturing as resource inflows. The treatment of resource outflows included products sold and their compliance with circular economy, as well as waste generated in operations. With regard to waste, the company’s aim to use materials efficiently, reduce waste generated and sort waste as efficiently as possible for further recycling were considered in the assessment. In its value chain, Marimekko strives to promote the sustainable use of natural resources and operating models in line with circular economy, as well as to promote the recycling of materials in cooperation with its suppliers. In addition, the company has requirements for the waste management of partner suppliers.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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ESRS 2 – General disclosures

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

The material impacts, risks and opportunities identified in the double materiality analysis are considered in the company’s business operations and strategy. For example, Marimekko’s material strategy created in 2021 continues to play an important role in reducing the environmental impacts of the products. The strategy aims to clearly increase the use of organic, regenerative, recycled and bio- based materials and new material innovations by the end of 2025. In addition, by increasing the use of such fibers in the

collections, the company further aims to also improve the status of workers in the value chain, as social aspects are included in the criteria related to the certification of organic fibers, for example. The material strategy will be updated as part of the sustainability strategy term 2026–2030.

Marimekko has not prepared a company-wide strategy or business resilience analysis in relation to the material impacts, risks or opportunities identified in the double materiality analysis. As part of its normal operations, the company mitigates identified risks and potential negative impacts identified in a number of ways: The

material strategy executed by the company improves the resilience in relation to the availability of raw materials due to extreme weather conditions, among other things. The geographical diversification of raw material sourcing and product manufacture increases the resilience of the business in various disruptions and other such situations. The company has made a climate-related resilience analysis that is described in the section E1 – Climate change under Identification and assessment of material impacts, risks and opportunities.

Disclosure requirement

Item

ESRS2

General disclosures

BP-1 – General basis for preparation of sustainability statements

ESRS 2 under Principles for preparing the sustainability report

BP-2 – Disclosures in relation to specific circumstances

ESRS 2 under Principles for preparing the sustainability report and Identification and assessment of material impacts, risks and opportunities and E1, E3, S1, S2 and G1 under Reporting principles for metrics

GOV-1 – The role of the administrative, management and supervisory bodies

ESRS 2 under The role of the administrative, management and supervisory bodies

GOV-2 – Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies

ESRS 2 under The role of the administrative, management and supervisory bodies

GOV-3 – Integration of sustainability-related performance in incentive schemes

ESRS 2 under Integration of sustainability-related performance in incentive schemes

GOV-4 – Statement on due diligence

ESRS 2 under Statement on due diligence; G1 under Business Conduct

GOV-5 – Risk management and internal controls over sustainability reporting

ESRS 2 under Risk management and internal controls over sustainability reporting

SBM-1 – Strategy, business model and value chain

ESRS 2 under Strategy, business model and value chain

SBM-2 – Interests and views of stakeholders

ESRS 2 under Interests and views of stakeholders

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

ESRS 2 under Identification and assessment of material impacts, risks and opportunities

IRO-1 – Description of the processes to identify and assess material impacts, risks and opportunities

ESRS 2 under Identification and assessment of material impacts, risks and opportunities and Transitional provisions ; E1, E3, S1, S2 ja G1 under Identification and assessment of material impacts, risks and opportunities.

IRO-2 – Disclosure requirements in ESRS covered by the undertaking’s sustainability statement

ESRS 2 under Disclosure requirements in ESRS covered by the undertaking’s sustainability

E1

Climate change

E1-1 – Transition plan for climate change mitigation

E1 under Transition plan for climate change mitigation

E1-2 – Policies related to climate change mitigation and adaptation

E1 under Policies

E1-3 – Actions and resources in relation to climate change policies

E1 under Actions

E1-4 – Targets related to climate change mitigation and adaptation

E1 under Targets related to climate change mitigation and adaptation

E1-5 – Energy consumption and mix

E1 under Actions

E1-6 – Gross Scopes 1, 2, 3 and Total GHG emissions

E1 under Actions

E1-7 – GHG removals and GHG mitigation projects financed through carbon credits

E1 under Actions

Disclosure requirements in ESRS covered by the sustainability report

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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ESRS 2 – General disclosures

Disclosure requirement

Item

E3

Water and marine resources

E3-1 – Policies related to water and marine resources

E3 under Policies

E3-2 – Actions and resources related to water and marine resources

E3 under Actions

E3-3 – Targets related to water and marine resources

E3 under Targets related to water and marine resources

E3-4 – Water consumption

E3 under Actions

E3-5 – Potential financial effects from water and marine resources-related impacts, risks and opportunities

Not reported in 2025

E4

Biodiversity and ecosystems

IRO-1 – Description of the process to identify and assess material impacts, risks and opportunities

ESRS 2 under Transitional provisions and Identification and assessment of material impacts, risks and opportunities

S1

Own workforce

S1-1 – Policies related to own workforce

S1 under Policies

S1-2 – Processes for engaging with own workers and workers’ representatives about impacts

S1 under Policies

S1-3 – Processes to remediate negative impacts and channels for own workers to raise concerns

S1 under Policies and G1 under Mechanisms for identifying, reporting and investigating concerns

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

S1 under Actions

S1-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

S1 under Actions

S1-6 – Characteristics of the undertaking’s employees

Reported partly in 2025, S1 under Actions

S1-8 – Collective bargaining coverage and social dialogue

S1 under Actions

S1-9 – Diversity metrics

S1 under Actions

S1-10 – Adequate wages

Reported partly in 2025, S1 under Actions

S1-14 – Health and safety metrics

Reported partly in 2025, S1 under Actions

S1-15 – Work-life balance metrics

Reported partly in 2025, S1 under Actions

S1-17 – Incidents, complaints and severe human rights impacts

G1 under Prevention and detection of corruption and bribery

S2

Workers in the value chain

S2-1 – Policies related to value chain workers

S2 under Policies

S2-3 – Processes to remediate negative impacts and channels for value chain workers to raise concerns

Reported partly in 2025, S2 under Actions and P rocesses to remediate negative impacts and channels for value chain workers to raise concerns

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

S2 under Actions

S2-5 – Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities

Reported partly in 2025, S2 under Actions

G1

Business conduct

G1-1 – Corporate culture and business conduct policies

G1 under Business conduct policies and corporate culture

G1-2 – Management of relationships with suppliers

G1 under Management of relationships with suppliers and S2 under Actions

G1-3 – Prevention and detection of corruption and bribery

G1 under Prevention and detection of corruption and bribery

G1-4 – Confirmed incidents of corruption or bribery

G1 under Mechanisms for identifying, reporting and investigating concerns

G1-5 – Political influence and lobbying activities

G1 under Political influence and lobbying

G1-6 – Payment practices

G1 under Payment practices

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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ESRS 2 – General disclosures

Addendum 56 B: List of data points for interdisciplinary and thematic standards derived from EU legislation

Disclosure requirement and related data point

Reference to the Disclosure Regulation

Reference to pillar 3

Reference to the reference value setting

Reference to European Climate Law

Item

ESRS 2 GOV-1 Gender distribution of the Board of Directors, paragraph 21(d)

Appendix 1 Table 1 Indicator 13

Commission Delegated Regulation (EU) 2020/1816(5), Annex

ESRS 2 under Sustainability management at Marimekko

ESRS 2 GOV-1 Percentage of independent Board members, paragraph 21(e)

Delegated Regulation (EU) 2020/1816, Annex II

ESRS 2 under Sustainability management at Marimekko

ESRS 2 GOV-4 Statement on due diligence item 30

Appendix 1 Table 3 Indicator 10

ESRS 2 under Report on sustainability due diligence process

ESRS 2 SBM-1 Participation in fossil fuel-related activities 40(d)(i)

Appendix 1 Table 1 Indicator 4

Article 449a of Regulation (EU) No 575/2013;

Commission Implementing Regulation (EU) 2022/2453(6) Table 1: Qualitative data on environmental risk, and Table 2: Qualitative information on societal risk

Delegated Regulation (EU) 2020/1816, Annex II

Not material

ESRS 2 SBM-1 Participation in activities related to the production of chemicals 40(d)(ii)

Appendix 1 Table 2 Indicator 9

Delegated Regulation (EU) 2020/1816, Annex II

Not material

ESRS 2 SBM-1 Participation in activities related to controversial weapons 40(d)(iii)

Appendix 1 Table 1 Indicator 14

Article 12(1) of Delegated Regulation (EU) 2020/1818(7), Annex II to Delegated Regulation (EU) 2020/1816

Not material

ESRS 2 SBM-1 Participation in activities related to tobacco cultivation and production 40(d)(iv)

Article 12(1) of Delegated Regulation (EU) 2020/1818, Annex II to Delegated Regulation (EU) 2020/1816

Not material

ESRS E1-1 Transition plan for achieving climate neutrality by 2050, paragraph 14

Article 2(1) of Regulation (EU) 2021/1119

E1 under Transition plan for climate change mitigation

ESRS E1-1 Companies excluded from EU Paris-aligned benchmarks 16(g)

Article 449a of Regulation (EU) No 575/2013;

Commission Implementing Regulation (EU) 2022/2453 Template 1: Items outside the banking book – Climate change transition risk: Credit rating of liabilities according to sector, emissions and remaining maturity

Article 12(1)(d)-(g) and Article 12(2) of Delegated Regulation (EU) 2020/1818

E1 under Transition plan for climate change mitigation

ESRS E1-4 Greenhouse gas emission reduction targets, paragraph 34

Appendix 1 Table 2 Indicator 4

Article 449a of Regulation (EU) No 575/2013;

Commission Implementing Regulation (EU) 2022/2453 Template 3: Items outside the banking book – Climate change transition risk: Adaptation metrics

Article 6 of Delegated Regulation (EU) 2020/1818

E1 under Targets related to climate change mitigation and adaptation

ESRS E1-5 Energy consumption from fossil sources disaggregated by source (sectors with material climate impact only) paragraph 38

Appendix 1 Table 1 indicator 5 and Table 2 indicator 5

E1 under Actions

ESRS E1-5 Energy consumption and mix, paragraph 37

Appendix 1 Table 1 Indicator 5

E1 under Actions

ESRS E1-5 Energy intensity associated with activities in high climate impact sectors, paragraphs 40–43

Appendix 1 Table 1 Indicator 6

E1 under Actions

ESRS E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions, paragraph 44

Appendix 1, Table 2 Indicators 1 and 2

Article 449a of Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Items outside the banking book – Climate change transition risk: Credit rating of liabilities according to sector, emissions and remaining maturity

Article 5(1), Article 6 and Article 8(1) of Delegated Regulation (EU) 2020/1818

E1 under Actions

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

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ESRS 2 – General disclosures

Disclosure requirement and related data point

Reference to the Disclosure Regulation

Reference to pillar 3

Reference to the reference value setting

Reference to European Climate Law

Item

ESRS E1-6 Gross GHG intensity, paragraphs 53–55

Appendix 1 Table 1 Indicator 3

Article 449a of Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Items outside the banking book – Climate change transition risk: Adaptation metrics

Article 8(1) of Delegated Regulation (EU) 2020/1818

E1 under Actions

ESRS E1-7 GHG removals and GHG mitigation projects, paragraph 56

Article 2(1) of Regulation (EU) 2021/1119

E1 under Actions

ESRS E1-9 The exposure of the benchmark portfolio to physical climate-related risks, paragraph 66

Annex II to Delegated Regulation (EU) 2020/1818; Annex II to Delegated Regulation (EU) 2020/1816

Not material

ESRS E1-9 Proportion of assets at material physical risk over the short and long term, paragraph 66(a) ESRS E1-9 The location of significant assets at material physical risk, paragraph 66(c)

Article 449a of Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453, paragraphs 46 and 47; Template 5: Items outside the banking book – Climate change physical risk: Exposures subject to physical risk

Not material

ESRS E1-9 A breakdown of the carrying value of the undertaking’s real estate assets by energyefficiency classes, paragraph 67(c)

Article 449a of Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453, paragraph 34; Template 2: Items outside the banking book – Climate change transition risk: Loans collateralised by immovable property – Energy efficiency of the collateral

Not material

ESRS E1-9 Consideration of climate-related opportunities in the portfolio, paragraph 69

Delegated Regulation (EU) 2020/1818, Annex II

Not material

ESRS E2-4 Quantity of each air, water and soil pollutant listed in the E-PRTR (European Pollutant Release and Transfer Register), Annex II, list item 28

Appendix 1 Table 1 Indicator 8, Table 2 Indicators 1, 2 and 3

Not material

ESRS E3-1 Water and marine natural resources, paragraph 9

Appendix 1 Table 2 Indicator 7

E3 under Actions

ESRS E3-1 Targeted policies, paragraph 13

Appendix 1 Table 2 Indicator 8

E3 under Actions

ESRS E3-1 Sea and ocean sustainability, paragraph 14

Appendix 1 Table 2 Indicator 12

Not material

ESRS E3-4 Total water recycled and reused, paragraph 28(c)

Appendix 1 Table 2 Indicator 6.2

E3 under Actions

ESRS E3-4 Total water consumption in m3 per net revenue on own operations, paragraph 29

Appendix 1 Table 2 Indicator 6.1

E3 under Actions

ESRS 2 – SBM-3 – E4 paragraph 16(a)(i)

Appendix 1 Table 1 Indicator 7

ESRS 2 under Principles for preparing the sustainability report

ESRS 2 – SBM-3 – E4 paragraph 16(b)

Appendix 1 Table 2 Indicator 10

ESRS 2 under Principles for preparing the sustainability report

ESRS 2 – SBM-3– E4 paragraph 16(c)

Appendix 1 Table 2 Indicator 14

ESRS 2 under Principles for preparing the sustainability report

ESRS E4-2 Sustainable land/agriculture practices or policies, paragraph 24(b)

Appendix 1 Table 2 Indicator 11

Not reported in 2025 (transitional provision)

ESRS E4-2 Sustainable ocean/sea practices or policies, paragraph 24(c)

Appendix 1 Table 2 Indicator 11

Not reported in 2025 (transitional provision)

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

35

ESRS 2 – General disclosures

Disclosure requirement and related data point

Reference to the Disclosure Regulation

Reference to pillar 3

Reference to the reference value setting

Reference to European Climate Law

Item

ESRS E4-2 Sustainable ocean/sea practices or policies, paragraph 24(c)

Appendix 1 Table 2 Indicator 12

Not reported in 2025 (transitional provision)

ESRS E4-2 Policies to address deforestation, paragraph 24(d)

Appendix 1 Table 2 Indicator 15

Not reported in 2025 (transitional provision)

ESRS E5-5 Non-recycled waste, paragraph 37(d)

Appendix 1 Table 2 Indicator 13

Not material

ESRS E5-5 Hazardous waste and radioactive waste, paragraph 39

Appendix 1 Table 1 Indicator 9

Not material

ESRS 2 – SBM-3 – S1 Risk of forced labor, paragraph 14(f)

Appendix I Table 3 Indicator 13

S1 under Identification and assessment of material impacts, risks and opportunities

ESRS 2 – SBM-3 – S1 Risk of incidents of child labour, paragraph14(g)

Appendix I Table 3 Indicator 12

S1 under Identification and assessment of material impacts, risks and opportunities

ESRS S1-1 Human rights policy commitments, paragraph 20

Appendix I Table 3 Indicator 9 and Table 1 Indicator 11

S1 under Policies

ESRS S1-1 Due diligence with regard to the eight fundamental conventions of the International Labor Organization, paragraph 21

Delegated Regulation (EU) 2020/1816, Annex II

S1 under Policies

ESRS S1-1 Processes and measures addressing the prevention of human trafficking, paragraph 22

Appendix I Table 3 Indicator 11

S1 under Policies

ESRS S1-1 Workplace accident prevention policy or management system, paragraph 23

Appendix I Table 3 Indicator 1

S1 under Policies

ESRS S1-3 Grievance/complaints handling mechanism related to employee matters, paragraph 32(c)

Appendix I Table 3 Indicator 5

S1 under Policies and G1 under Mechanisms for identifying, reporting and investigating concerns

ESRS S1-14 Number of fatalities and number and rate of recordable work-related accidents, paragraphs 88(b) and (c)

Appendix I Table 3 Indicator 2

Delegated Regulation (EU) 2020/1816, Annex II

S1 under Actions

ESRS S1-14 number of days lost to work-related injuries and fatalities from work-related accidents, work-related ill health, paragraph 88(e)

Appendix I Table 3 Indicator 3

S1 under Actions

ESRS S1-16 Pay gap between female and male employees, paragraph 97(a)

Appendix I Table 1 Indicator 12

Delegated Regulation (EU)

Not reported in 2025 (transitional provision)

ESRS S1-16 Disproportionately high salary of the President and CEO, paragraph 97(b)

Appendix I Table 3 Indicator 8

Not reported in 2025 (transitional provision)

ESRS S1-17 Incidents of discrimination, paragraph 103(a)

Appendix I Table 3 Indicator 7

S1 under Actions

ESRS S1-17 Non-compliance with the UN Guiding Principles on Business and Human Rights and OECD Guidelines, paragraph 104(a)

Appendix I Table 1 Indicator 10 and Table 3 Indicator 14

Annex II to Delegated Regulation (EU) 2020/1816; Article 12(1) of Delegated Regulation (EU) 2020/1818

S1 under Actions

ESRS2 – SBM-3 – S2 Significant risk of child labor or forced labor in the value chain, paragraph 11(b)

Appendix I Table 3 Indicators 12 and 13

S1 under Policies

ESRS S2-1 Human rights policy commitments, paragraph 17

Appendix 1 Table 3 Indicator 9 and Table 1 Indicator 11

S2 under Policies

ESRS S2-1 Policies in relation to value chain workers, paragraph 18

Appendix 1, Table 3, Indicators 11 and 4

S2 under Policies

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

36

ESRS 2 – General disclosures

Disclosure requirement and related data point

Reference to the Disclosure Regulation

Reference to pillar 3

Reference to the reference value setting

Reference to European Climate Law

Item

ESRS S2-1 Non-compliance with the UN Guiding Principles on Business and Human Rights and OECD Guidelines, paragraph 19

Appendix 1 Table 1 Indicator 10

Delegoidun asetuksen (EU) 2020/1816 liite II; delegoidun asetuksen (EU) 2020/1818 12 artiklan 1 kohta

S2 under Actions

ESRS S2-1 Due diligence with regard to the eight fundamental conventions of the International Labor Organization, paragraph 19

Delegated Regulation (EU) 2020/1816, Annex II

S2 under Actions

ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain, paragraph 36

Appendix 1 Table 3 Indicator 14

S2 under Actions

ESRS S3-1 Ihmisoikeuspoliittiset sitoumukset 16 kohta

Appendix 1 Table 3 Indicator 9 and Table 1 Indicator 11

Not material

ESRS S3-1 Non-compliance with the UN Guiding Principles on Business and Human Rights, ILO principles and OECD Guidelines, paragraph 17

Appendix 1 Table 1 Indicator 10

Annex II to Delegated Regulation (EU) 2020/1816; Article 12(1) of Delegated Regulation (EU) 2020/1818

Not material

ESRS S3-4 Human rights issues and incidents, paragraph 36

Appendix 1 Table 3 Indicator 14

Not material

ESRS S4-1 Policies related to consumers and end users, paragraph 16

Appendix 1 Table 3 Indicator 9 and Table 1 Indicator 11

Not material

ESRS S4-1 Non-compliance with the UN Guiding Principles on Business and Human Rights and OECD Guidelines, paragraph 17

Appendix 1 Table 1 Indicator 10

Annex II to Delegated Regulation (EU) 2020/1816; Article 12(1) of Delegated Regulation (EU) 2020/1818

Not material

ESRS S4-4 Human rights issues and incidents, paragraph 35

Appendix 1 Table 3 Indicator 14

Not material

ESRS G1-1 United Nations Convention against Corruption, paragraph 10(b)

Appendix 1 Table 3 Indicator 15

G1 under Policies

ESRS G1-1 Protection of whistleblowers, paragraph 10(d)

Appendix 1 Table 3 Indicator 6

Delegated Regulation (EU) 2020/1816, Annex II

G1 under Identification and assessment of material impacts, risks and opportunities

ESRS G1-4 Fines for violations of anti-corruption and anti- bribery laws, paragraph 24(a)

Appendix 1 Table 3 Indicator 17

G1 under Prevention and detection of

corruption and bribery

ESRS G1-4 Anti-corruption and anti-bribery norms, paragraph 24(b)

Appendix 1 Table 3 Indicator 16

G1 under Prevention and detection of

corruption and bribery

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

37

E – Environmental information

E

Environmental information

EU Taxonomy

General

Marimekko’s EU Taxonomy reporting complies with Regulation (EU) 2020/852 of the European Parliament and of the Council. The purpose of the EU’s Sustainable Finance Taxonomy is to help undertakings and investors to assess whether their economic activities are environmentally sustainable.

Taxonomy reporting

The taxonomy defines criteria for business operations that can be used to assess the extent to which the activities of an undertaking support the achievement of environmental objectives. The objectives are:

Climate change mitigation;

Climate change adaptation;

The sustainable use and protection of water and marine resources;

The transition to a circular economy;

Pollution prevention and control;

The protection and restoration of biodiversity and ecosystems.

In line with the regulation, the following key figures are presented for taxonomy-eligible and taxonomy-aligned activities: share of the company’s turnover, operating

E – Environmental information

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

38

E – Environmental information

expenditure (OpEX) and capital expenditure (CapEx). Marimekko presents the key figures in accordance with the tables defined in the Taxonomy Regulation for non-financial companies.

In addition, European Commission has approved Delegated Regulation (EU) 2026/73 to streamline EU taxanomy reporting, for example by introducing new materiality concept and simplified reporting templates. Marimekko has decided to adopt the new Delegated Regulation in its taxonomy reporting for 2025 as the company’s core business activities are not covered by the taxonomy’s technical screening criteria. Data for comparable year has not been amended accordingly.

Performance indicator accounting policy

Marimekko annually assesses the taxonomy eligibility of its activities and the taxonomy alignment of eligible activities. When an activity has been identified as eligible, the related potential turnover, capital expenditure and, if necessary, operating expenses are identified and their materiality is evaluated. According to the assessment carried out, none of the activities identified by Marimekko as taxonomy-eligible meet the criteria set for taxonomy alignment.

Turnover

Marimekko applies the same accounting principles to the calculation of the taxonomy turnover KPI as for net sales in the consolidated financial statements prepared in accordance with IFRS. The accounting policies for net sales are presented in the notes to the consolidated financial statements. The total turnover presented in the table corresponds to Marimekko Group’s net sales for 2025.

Non-material activities include the turnover of Marimekko’s marketplace focused on the sale of vintage and second-hand products (Marimekko Pre-loved), the turnover of such products in other channels and the turnover related to the Care & Repair service. These activities identified by

Marimekko in 2025 accounted for only 0.1 percent (0.1) of Group’s total net sales and thus activities are not material to Marimekko’s business model.

Capital expenditure (CapEx)

Marimekko includes increases in tangible and intangible assets as well as increases in right-of-use assets during the financial year in Group’s capital expenditure. Increases in fixed assets and right-of-use assets are presented in note 11 to the consolidated financial statements.

The accounting policy for capital expenditure in the Taxonomy Regulation differs from the gross investments KPI reported by Marimekko, which does not include right-of- use assets in accordance with IFRS 16. In the financial year 2025, the Group’s gross investments amounted to EUR 2.9 million. The disaggregation of capital expenditure required by the Taxonomy Regulation is presented below.

Taxonomy capital expenditure (CapEx) disaggregation

EUR million

2025

Increases in intangible assets (Note 11.1)

1.8

Increases in tangible assets (Note 11.2)

9.2

Total

11.1

Taxonomy-eligible capital expenditure consists of additions related to lease agreements. Marimekko does not have a CapEx plan with the aim of expanding taxonomy-aligned financial activities or converting taxonomy-eligible financial activities to taxonomy-aligned.

Operating expenditure (OpEx)

In accordance with the taxonomy definition, operating expenditure includes direct uncapitalized costs related to research and development, renovation of buildings, short- term leases, maintenance and repairs. In addition, operating expenditure includes all other direct expenses related to

the maintenance of tangible fixed assets carried out by the undertaking or outsourced to a third party and which are necessary to ensure the continuous and efficient operation of these assets.

Marimekko’s operating expenditure includes the costs of servicing, maintenance and repairs. In addition, operating expenditure includes wage costs related to development and research, as well as external services. In the income statement, these expenses are included in other operating expenses presented in note 6 to the consolidated financial statements and in employee benefits expenses presented in note 4 to the consolidated financial statements.

Marimekko has estimated that its operating expenses under the taxonomy classification are not material in 2025 as the total taxonomy-eligible operating expenditure does not reflect company’s material activities and does not cover a significant part of the Group’s total operating expenditure. Activities identified by Marimekko as taxonomy-eligible in 2025 accounted for only 0.1 percent (0.1) of Group’s total net sales and thus taxonomy-eligible activities are not material to Marimekko’s business model. As a result, the taxonomy-eligible OpEx, totaling EUR 0.6 million in 2025 (0.7) are estimated as non-material, as they only represent 1.8 percent (2.0) of the total other operating expenses of the Group. Marimekko’s other operating expenses amounted to EUR 35.4 million in 2025.

Duplicate calculation

At Marimekko, all costs, investments and revenue are recorded in only one cost center, which means that it is not possible for the figures to be included in the numerator as duplicate figures. In addition, the consolidation phase of the taxonomy figures checks separately that the figures in the numerator are not duplicated under different activities. The verification is carried out by comparing the total figures of the cost centers with the figures presented in the table in order to ensure that the total figures do not exceed 100 percent.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

39

E – Environmental information

Financial year 2025

KPI (1)

Total (2)

Proportion of Taxonomy eligible activities (3)

Taxonomy aligned activities (4)

Proportion of Taxonomy aligned activities (5)

Breakdown by environmental objectives of Taxonomy aligned activities

Proportion of enabling activities (12)

Proportion of transitional activities (13)

Not assessed activities considered non-material (14)

Taxonomy aligned activities in previous financial year (15)

Proportion of Taxonomy aligned activities in previous financial year (16)

Climate change mitigation (6)

Climate change adaptation (7)

Water (8)

Circular economy (9)

Pollution (10)

Biodiversity (11)

2025

EUR million

%

EUR million

%

%

%

%

%

%

%

%

%

%

EUR million

%

Turnover

189.6

0.0%

0.0

0.0%

0.0%

0.0%

0.1%

0.0

0.0%

CapEx

11.1

73.2% 1

0.0

0.0%

0.0%

0.0%

0.0

0.0%

OpEx

0.6

0.0

0.0%

Proportion of turnover, CapEx, OpEx from products or services associated with taxonomy-eligible or taxonomy-aligned economic activities

1 CCM 7.7 Acquisition and ownership of buildings. The activity includes amounts of right-of-use assets recognised in the balance sheet based on lease agreements for properties.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

40

E – Environmental information

E1 – Climate change

Identification and assessment of material impacts, risks and opportunities

Marimekko has assessed the impacts, risks and opportunities related to climate as part of the double materiality analysis related to its sustainability reporting. The material themes that emerged were all negative impacts. The double materiality process and material impacts are presented in section ESRS 2 – General disclosures under Identification and assessment of material impacts, risks and opportunities.

Marimekko has also carried out a more detailed climate risk assessment using two time horizons: risks until 2030 (short and medium term) and risks beyond 2030 (long term). Risk identification and assessment covers both Marimekko’s own operations and assets as well as the value chain, focusing on upstream value chain risks. The most significant climate-related risks identified by Marimekko in the short and medium term as well as an analysis of the strategy and business resilience to these risks are described in table Marimekko’s key climate risks and resilience. The risks are divided into physical risks and transition risks.

The resilience of the strategy and business has been analyzed with regard to the most significant identified risks in the short and medium term. The analysis includes both Marimekko’s own operations and the value chain and covers both physical and transition risks. Both the sourcing of raw materials and the manufacturing of products have been taken into account in the upstream value chain. The resilience analysis considered the climate change mitigation measures already implemented or planned by the company, such as the use of recycled materials and reduction in the water scarcity score of textile materials, and the resources used for them. Comprehensive resilience analysis was carried out under the leadership of Marimekko’s Sustainability team during 2024, and this assessment was updated in 2025.

No assets subject to significant risks were identified in the risk assessment.

The climate-related risks described in the table are more significant in the long term, i.e. beyond 2030, than in the short and medium term. Risks related to pests, floods and heavy rainfall as well as sea level rise are identified as significant risks in the long term.

Identified opportunities related to global warming include diversification of the material base, reducing dependence on virgin raw materials by further increasing the share of recycled materials and offering Marimekko’s customers lower-emission products or services, such as circular economy services. The opportunities related to the demand for lower-emission products or services are highlighted in the lower-emission scenario, while the opportunities related to the diversification of the material base and the reduction of dependence on virgin raw materials are highlighted in the high-emission scenario.

There are significant uncertainties related to the pace, severity and probability of climate change, as the climate and the factors affecting it are a complex system and it is not possible to model future changes with complete certainty. Thus, there are also uncertainties related to the climate risks and opportunities identified by Marimekko as well as the resilience of strategy and business in these areas.

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

Marimekko’s material impacts, risks and opportunities related to climate change have been identified in the company’s double materiality analysis, which is presented in section ESRS 2 – General disclosures under Identification and assessment of material impacts, risks and opportunities. In addition, the company has identified its climate-related impacts by calculating the annual greenhouse gas emissions (Scopes 1, 2 and 3) of its own operations and value chain in accordance with the GHG Protocol standards.

Marimekko’s most significant sources of emissions are related to indirect emissions in the value chain (Scope 3), and include, for example, purchased products and services, in particular purchased textiles, use of sold products as well as transport and distribution. More detailed information on Marimekko’s Scope 1–3 emissions can be found under Gross Scopes 1, 2 and 3 and Total GHG emissions.

In the identification of physical risks and opportunities chronic and acute risks related to global warming, water and wind were considered. Transition risks and opportunities have been identified considering the impacts on business caused by transition to a low-carbon society, such as costs caused by transition to lower-emission technology, as well as changes in the requirements and expectations of customers and other stakeholders.

A scenario analysis has been applied to identify risks and opportunities. The assessment of risks and opportunities was conducted across two separate scenarios, each based on the climate projections presented in the IPCC’s Sixth Assessment Report (AR6): the lower emissions scenario (SSP1-2.6) and the high emissions scenario (SSP5-8.5).

In scenario SSP1-2.6, global warming is likely to be limited to 1.2–1.8 degrees Celsius by 2040 and 1.3–2.4 degrees Celsius by 2100, according to the IPCC. Correspondingly, in the SSP5-8.5 scenario, the climate is likely to warm by 1.3– 1.9 degrees Celsius by 2040 and 3.3–5.7 degrees Celsius by 2100, according to the IPCC. In the short and medium term defined by Marimekko (until 2030), the risks associated with the two scenarios do not differ significantly, but in the long term (beyond 2030), the physical risks of the high-emissions scenario are clearly emphasized.

The lower emissions scenario SSP1-2.6 has been selected to represent the development of global warming in line with Marimekko’s climate targets and transition plan. SSP5-8.5 has been selected to represent a development path that deviates significantly from the previous one, where global warming is significantly greater, in order to take into account the worst threats caused by global warming in the risk management of the undertaking.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

41

E – Environmental information

Marimekko’s key climate risks and resilience

Key identified climate risks in the short and medium term (until 2030) and an assessment of the resilience of the strategy and business to them.

Risk

Type of risk

Description of the risk

Strategy and business resilience

Rising temperatures and heat waves

Physical risk

Elevated average temperatures and acute heat waves can have a negative impact on the health of both Marimekko’s own personnel and employees in the supply chain and reduce work efficiency. Heat waves can also affect the production of agricultural raw materials, which can lead to increased prices and lower availability. Above- average winter temperatures can also have a negative impact on the demand for winter collections.

Marimekko diversifies the sourcing of raw materials and the manufacturing of its products geographically, which increases resilience to the identified risks. Marimekko has increased and continues to increase the share of recycled materials, which increases resilience to risks related to raw material availability and prices. Resilience is weakened by hot climate zones accounting for a significant share of manufacturing and raw material sourcing. Resilience can be further increased by diversifying the material base from the current one.

Drought and water scarcity

Physical risk

Global warming increases the likelihood and severity of extreme drought, which can affect the production of agricultural raw materials, especially in areas where the risk of water scarcity is already high. Extreme drought can lead to lower raw material availability and higher prices. Drought can also cause disruptions in product manufacturing processes and reduce the availability of clean drinking water in the supply chain.

The geographical diversification of raw material sourcing and product manufacturing increases resilience to risks related to water availability. Increasing the share of recycled materials increases resilience, as less water is required to produce the raw material compared to virgin raw materials. Marimekko works actively to reduce the water scarcity score of the textiles it purchases, which increases resilience. Resilience is weakened by areas with a high water scarcity risk accounting for a significant share of manufacturing and raw material sourcing. Resilience can be further increased by preferring water-saving production processes.

Wildfires

Physical risk

Increased temperatures and drought increase the likelihood and severity of wildfires, which can destroy commercial forests and farms and thus affect the availability and prices of raw materials used by Marimekko. Wildfires may also cause temporary closures of Marimekko’s stores or offices as well as factories in the supply chain.

Marimekko has several sales channels, which increase resilience to the harm caused by individual stores closures. Natural materials account for a large part of Marimekko’s material base, but the aim is to reduce dependence on individual materials and thus increase resilience by expanding the material base.

Storms

Physical risk

Extreme weather events, such as strong winds and storms, can cause power outages and temporary shutdowns at Marimekko’s own textile printing factory, stores and offices as well as in Marimekko’s supply chain.

Marimekko has several sales channels, which increases resilience to the harm caused by individual store closures or power outages. Marimekko’s production is diversified to several partner suppliers, which increases business resilience to production delays caused by local storms. Marimekko's own printing facility is located in Finland, which is not as vulnerable to extreme weather events as many other regions.

Increased regulation

Transition risk

The EU’s due diligence regulation is expected in the future to apply to Marimekko both directly and through increased customer requirements (EUDR, CSDDD). This would mean increased responsibility for example climate risks in the supply chain and would require further development in due diligence processes and corrective and possibly various adaptation measures.

Marimekko is actively developing supply chain due diligence processes. Resilience is being increased by further developing Marimekko’s climate and environmental due diligence process.

Increased energy costs, investments in energy equipment and power outages

Transition risk

Fossil fuels continue to be an important energy source in global textile value chains. The prices of fossil fuels are expected to increase due to emissions pricing, which may lead to increased production costs in Marimekko’s supply chain and indirectly affect the availability and prices of biogas used in the company’s own textile printing factory. Achieving the climate targets requires a transition to renewable energy sources in Marimekko’s supply chain, which may lead to investment needs and thereby an increase in production costs. The introduction of new carbon taxes can also increase production costs in some regions. In addition, electricity distribution may be restricted in some production countries, which may cause production delays.

Marimekko’s production is diversified to several partner suppliers, which increases resilience to rising production costs caused by rising energy prices or investment needs. However, the significant share of fossil energy sources in the value chain weakens resilience to the identified risks, and resilience can be actively increased by accelerating the adoption of renewable energy and promoting energy efficiency in Marimekko’s value chain. In the company’s own textile printing factory, resilience can be further increased by considering alternative energy sources alongside biogas.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

42

E – Environmental information

The risks presented in table Marimekko’s key climate risks and resilience are material in both climate scenarios used, but their probability and impact on Marimekko’s profitability are higher in the high-emissions scenario.

The risks identified by Marimekko, including the most significant identified climate risks, are integrated in Marimekko's sustainability strategy term 2026–2030 and in business planning.

Policies

Marimekko aims to reduce the intensity of greenhouse gas emissions throughout the value chain. The company has set science-based climate targets for its own operations and value chain by 2030. In addition, the company’s sustainability strategy term ending in 2025 had three targets related to climate change mitigation to guide its operations and are related to reducing the greenhouse gas emissions of its own operations and the greenhouse gas emissions intensity of its logistics and purchased textile materials. During the sustainability strategy term 2026–2030, the development of Marimekko's emission intensity in own operations, logistics and procured textile materials will be monitored as part of Marimekko's science-based climate targets.

The Marimekko Code of Conduct covers the principles for mitigating climate impacts in both Marimekko’s own operations and those of contractual partners. In accordance with the Code of Conduct, the company assesses the environmental impacts of its operations and takes measures to reduce and prevent any negative impacts.

Marimekko’s Supplier Code of Conduct includes requirements related to climate change mitigation. Marimekko requires partner suppliers to strive to reduce greenhouse gas emissions where possible, for example, by preferring renewable energy sources and continuously improving the energy efficiency of their operations. Marimekko also requires partner suppliers to report their

greenhouse gas emissions to Marimekko in the company's annual environmental questionnaire.

For the time being, Marimekko’s climate-related policies do not cover climate change adaptation. However, some climate change mitigation measures, such as increasing the share of recycled materials, support the company’s adaptation to the impacts of climate change. More information on the content of the Code of Conduct can be found in sections ESRS 2 – General information under Sustainability governance and G1 – Business conduct under Policies.

Targets related to climate change mitigation and adaptation

Marimekko has set targets for reducing Scope 1–2 emissions and Scope 3 emission intensity, and these are presented in table Marimekko’s Scope 1–3 emission reduction targets. Marimekko’s emission reduction targets implement the company’s policy of aiming to reduce greenhouse gas emission intensity throughout the value chain.

The targets to reduce Scope 1–2 emissions by 42.0 percent and Scope 3 emissions by 51.6 percent per value added (EUR million) by the end of 2030 are science-based emission reduction targets validated by the Science Based Targets initiative and aligned with the goals of the Paris Agreement. The target boundaries include land-related emissions and removals from bioenergy feedstocks. No other external stakeholders of Marimekko have been engaged in setting the targets. The targets have been set using absolute reduction and economic intensity (GEVA) methods. Targets have not been set according to Sectoral Decarbonization Approach (SDA), but according to cross- sector pathways. Marimekko’s emissions modeling for 2030 and Marimekko’s value added modeling in accordance with Marimekko’s business strategy have been used in setting the targets.

The target for Scope 1–2 emissions covers 100 percent of Marimekko’s Scope 1–2 emissions. In the base year of the target, Scope 1 emissions represented 57 percent of total Scope 1 and 2 emissions, while Scope 2 emissions accounted for 43 percent. The target is a combined target that does not define a target level separately for Scope 1 and 2 emissions. The Scope 2 emissions included in the target are calculated using the market-based method and the target is aligned with the goal of limiting global warming to 1.5 degrees Celsius. In 2025, Marimekko’s Scope 1–2 emissions increased to 239 tCO 2 e (2024: 203). The combined scope 1 and 2 emissions were 26 percent higher than in the target base year 2022. The main reason for the increase in emissions was the emission intensity of the refrigerants replaced during the maintenance of the cooling system at the Herttoniemi office and its adjacent restaurant.

The economic intensity target for Scope 3 emissions covers all of the company’s Scope 3 emissions, except for emissions from the use of sold products (Scope 3, Category 11). The Scope 3 target is aligned with the target of limiting global warming to well below 2 degrees Celsius. Marimekko’s Scope 3 emissions per value added (EUR million) were 470 tCO 2 e/M€ (504), which is 21 percent lower than in the base year 2022. This positive development results from the reduction of emissions within the Scope 3 target boundary compared with the 2022 level, combined with the simultaneous increase in Marimekko’s added value. Compared to the base year 2022, emissions have decreased particularly in purchased goods and services (Scope 3, Category 1). The emissions development of purchased goods and services is mainly due to the lower total volume of purchased products, as Marimekko prepared for the demand for the continuous collection in 2022 in the event of any supply chain disruptions and the number of purchased products was thus higher, as well as a decrease in the emission intensity of textile products. Compared to 2024, Marimekko’s Scope 3 emissions in relation to value added decreased mainly due to an increase in the share of organic

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cotton and a decrease in business travel. The development of emissions is presented in more detail in section Gross Scope 1, 2 and 3 and Total GHG emissions.

The base year for Marimekko’s science-based climate targets published at the beginning of 2025 is 2022. The company has estimated that 2022 represents a sufficiently normal business year, as Marimekko purchased significantly fewer ceramic and glass products in 2023 due to the good inventory situation, which affected the emissions of purchased products and logistics. In addition to the aforementioned science-based climate targets, Marimekko also aimed during the sustainability strategy term ending in 2025 to reduce the greenhouse gas emissions of textile materials by 20 percent per kilogram of sourced textiles and the greenhouse gas emissions of logistics by 50 percent per kilogram of transported product, both by the end of 2025. The target period for the textile materials target was 2019–2025 and the target period for logistics was

2018–2025. The purpose of these targets was to support Marimekko in systematically reducing and monitoring the emission intensity of emission sources identified as material. Emissions calculation and modeling were utilised in setting the targets. These intensity targets were not science-based emission reduction targets and are therefore not aligned with the goal of limiting global warming to 1.5 degrees Celsius . The targets were not validated by a third party and Marimekko’s external stakeholders were not participated in setting them.

The greenhouse gas emissions of textile materials per kg of sourced textiles in 2025 were 9.9 kgCO 2 e/kg (2024: 11.0) which is 29 percent lower than in the target base year 2019. Marimekko also achieved its goal of reducing the emission intensity of textile materials in 2025. The emission intensity of textile materials was reduced in particular by the decrease in the share of leather from the comparison year, the lower emission factor of leather and the increase

in the share of organic cotton in the purchased cotton. In addition to determined execution of Marimekko’s material strategy, the achievement of the target was supported by a methodological update in 2023, thanks to which product category-specific dyeing and printing practices have been better taken into account in the calculations from 2022 onwards.

Emissions of logistics per kilogram of transported product are calculated by dividing Scope 3, Category 4 emissions by the total weight of ordered products (kg) with a delivery date in the reporting year. Emissions of logistics per kilogram of transported product in 2025 were 2.06 kgCO 2 e/ kg (2024: 1.7), which is 5 percent lower than in the target base year 2018. Early commitment to product orders from partner suppliers is typical of the textile industry. In order to avoid over-production and minimizing the impacts of supply chain disruptions also required the use of faster but more emission-intensive air freight in 2025, which increased

Marimekko’s Scope 1–3 emission reduction targets

Description of the target

Scope

Target period

Base year level

Reduction target

Target level

Comparative (2024)

2025

2025 change from base year (%)

Reduce absolute Scope 1 and 2 greenhouse gas emissions by 42 percent. The target boundary includes land-related emissions and removals from bioenergy feedstocks.

Scope 1 and 2

2022–2030

189 tCO 2 e

-42%

110 tCO 2 e

203 tCO 2 e

239 tCO 2 e

+26%

Reduce Scope 3 greenhouse gas emissions by 51.6 percent per value added (EUR million). The target boundary includes land-related emissions and removals from bioenergy feedstocks.

Scope 3

2022–2030

597 tCO 2 e/M€

-51.6%

289 tCO 2 e/M€

504 tCO 2 e/M€

470 tCO 2 e/M€

-21%

Reduce greenhouse gas emissions of textile materials by 20% per kg of sourced textiles.

Scope 3

2019–2025

13.9 kgCO 2 e/kg

-20%

11.1 kgCO 2 e/kg

11.0 kgCO 2 e/kg

9.9 kgCO 2 e/kg

-29%

Reduce greenhouse gas emissions from logistics by 50% per kilogram of transported product.

Scope 3

2018–2025

2.2 kgCO 2 e/kg

-50%

1.1 kgCO 2 e/kg

1.7 kgCO 2 e/kg

2.06 kgCO 2 e/kg

-5%

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the emission intensity of transport compared to 2024. In addition, longer shipping routes and changes in route distances in sea freight made it more difficult to achieve the target.

The reduction in logistics emissions intensity over the entire target period has been driven by an increase in direct deliveries in Asia, the growing share of sea freight particularly in Europe and the improved coverage and accuracy of emissions data received from logistics partners. Emissions, in turn, have increased due to the increase in air freight, mainly resulting from changes in scheduled routes and tighter lead times for product orders. For example, Russia’s attack on Ukraine in spring 2022 ended sea transport, which is faster than train freight, further amplifying the lead-time needed for product orders from the supply chain. The emission intensity has also been influenced by the proportion of ordered textiles and hard products. Ceramic and glass products are transported primarily by sea freight, whereas textile products are often shipped using faster air freight. The methodological change made to the calculation, the transfer of emissions from category 9 to category 4 of Marimekko's distribution center and e-commerce warehouses and distribution transports departing from them, also had a negative impact on the emission intensity.

The greenhouse gas emission targets for textile materials and logistics presented above are included in Marimekko's science-based climate targets and are therefore not monitored as separate indicators during the sustainability strategy term 2026–2030.

For the time being, Marimekko does not plan to adopt new production technologies in its own operations to achieve the emission reduction targets. The use of new low-emission technologies is promoted in the value chain together with the company’s partners. The key emission reduction measures and their quantitative contributions to

achieving the emission reduction targets are described in section Transition plan for climate change mitigation .

Factors influencing the achievement of Marimekko’s emission reduction targets include the achievement of the business strategy targets and the resulting development of value added, which has an impact on the economic intensity target in particular, as well as changes in customer preferences, which may have an impact on, for example, the materials used by the company and the weightings between different product categories.

Transition plan for climate change mitigation

In 2024, Marimekko prepared a transition plan for climate change mitigation extending to 2030. The company has not set a science-based net-zero target for 2050.

Marimekko’s transition plan is based on the science- based emission reduction targets validated by the Science Based Targets initiative (SBTi). The targets for Scope 1 and 2 emissions are aligned with the 1.5 degrees Celsius warming target and the target for Scope 3 emissions is aligned with the well below 2 degrees Celsius warming target.

Marimekko’s means of reducing emissions can be divided into four main categories: material transition, logistics optimization, transition to renewable energy, and other measures. Marimekko’s transition plan includes the actions already taken and planned to reduce greenhouse gas emissions or emission intensity. According to the estimated emission reduction potential, the actions are divided into three categories: low potential (less than 50 tCO 2 e reduction on an annual basis), medium potential (50–500 tCO 2 e reduction on an annual basis) and high potential (more than 500 tCO 2 e reduction on an annual basis).

The actions to achieve the Scope 1 and 2 target are related to the transition to renewable energy. The most important actions include phasing out the use of fossil fuel oil in the heating of the leased factory property in Kitee and switching to renewable electricity in all own electricity contracts worldwide. The impact of both actions has been

assessed as medium. Marimekko has already switched to renewable electricity in most of its own contracts in Finland, but the transition is underway in foreign electricity contracts. Preparations are being made to discontinue the use of fuel oil at Kitee. In addition to the transition to renewable energy, lower-emission alternatives for the refrigerants used in the cooling system of the Herttoniemi office and the restaurant located within the same premises are being assessed. The impact of this measure has been estimated to be minor.

The most significant planned actions to achieve the Scope 3 target are related to continuing the material transition in line with Marimekko’s material strategy, optimizing logistics and transitioning to renewable energy. In 2025, purchased textile materials accounted for 31 percent (36) of Marimekko’s total carbon footprint and logistics for 14 percent (12). Correspondingly, purchased textile materials accounted for 40 percent (48) of the emissions included in Marimekko’s science-based Scope 3 target boundary and logistics for 18 percent (16). The following planned actions are estimated to have a high emission reduction potential (a reduction of more than 500 tCO 2 e):

increasing the proportion of organic and recycled cotton

increasing the share of traceable and lower-emission leather

increasing the share of recycled wool

optimizing logistics routes, especially in Asia

supporting Marimekko’s partner suppliers in the energy transition

In addition, the following planned actions are estimated to have a medium emission reduction potential (50–500 tCO 2 e reduction):

further increasing the share of recycled materials in materials other than cotton and wool,

increasing the share of lower-emission packaging materials,

reducing e-commerce returns

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taking used energy sources into account when selecting new suppliers.

Some of the actions with high and medium emission reduction potential listed above have already been implemented or are underway. The rest are planned to be implemented in 2025–2030, i.e. during the target period of Marimekko’s science-based climate targets. The feasibility, method and schedule of the measures are assessed on a case-by-case basis.

Marimekko has been advancing its material strategy since 2021 and has made progress in transitioning to its preferred materials, such as organic, regenerative, recycled, bio- based and innovative materials. The progress is described in more detail in section Actions . However, the transition in materials continues, and the share of materials preferred by Marimekko will continue to increase.

The company has been optimizing logistics routes for a long time, but as business grows, there is still a need for this.

Marimekko has required its contractual partners to favor renewable energy and strive for emission reductions. The company is investigating concrete ways to support its partners in the transition to renewable energy.

Marimekko has carried out a qualitative assessment of the potential locked-in greenhouse gas emissions of key assets and products. The company owns one fossil-fuel- powered plant, the heating oil boiler of the property in Kitee. However, the company has decided to discontinue the use of fuel oil at the Kitee property, which is why Marimekko estimates that the achievement of its emission reduction targets will not be compromised and that no transition risk will arise.

During the reporting period, Marimekko did not make any significant capital investments related to coal, oil or gas- related economic activities. Marimekko also made no capital investments related to climate change mitigation during the reporting period. Marimekko is not excluded from the EU’s Paris-aligned Benchmarks.

The transition plan has been approved by the company’s Management Group and Board of Directors. The transition plan has been worked on and the costs or investment needs caused by the actions have been assessed by the company’s management, and they have been partially taken into account in the company’s budget. The member of the Management Group responsible for preparing Marimekko’s business strategy is also responsible for the transition plan. These actions are aimed to ensure that the transition plan is aligned with Marimekko’s business strategy. Any need for changes in the company’s business strategy caused by the transition plan will be assessed regularly in connection with the updates to the transition plan.

In 2025, Marimekko had financial activities related to climate change mitigation, which are described in section Actions . Marimekko has no objectives or plans to adapt its operations to comply with the criteria set out in Commission Delegated Regulation (EU) 2021/2139.

Actions

Marimekko’s most important climate change mitigation measures are related to continuing the material transition in line with Marimekko’s material strategy, optimizing logistics, and transitioning to renewable energy.

In 2025, Marimekko continued the work to increase the share of lower-emission recycled materials, organic materials, materials from regenerative farming and innovative materials. In 2025, the share of recycled materials remained nearly at the previous year’s level, being 21 percent (20), the share of organic materials and materials from regenerative farming increased to 68 percent (39), and the share of new innovative materials remained at 0 percent (0) of all sourced textile materials. The remaining sourced textile materials are classified by Marimekko as conventional or conventional enhanced materials. The emission intensity of Marimekko’s textile materials per kilogram of sourced textiles decreased compared to the previous year and was

29 percent lower than in 2019, the base year of Marimekko’s target. Marimekko thus achieved its emission target for textile materials also in 2025.

In 2025, Marimekko continued to optimize logistics routes by increasing direct deliveries from suppliers to wholesale customers in Asia and opening new direct delivery routes to Korea and Malaysia, which shortened transport routes and thus reduced emissions from logistics. Marimekko changed its logistics center in the North American market at the end of 2025. The logistics center was expanded to cover North American wholesale and e-commerce operations as well as the distribution of products sold in stores, enabling the optimization of logistics routes and schedules and thereby the use of lower-emission sea freight. As the share of emission-intensive air freight in Marimekko’s shipments increased at the same time, the emission intensity of Marimekko’s logistics per kilogram of transported product increased compared to the previous year. More information on the development of the emissions intensity of logistics and its reasons is provided in section Targets related to climate change mitigation and adaptation.

The aforementioned climate change mitigation measures do not cause capital expenditure. Marimekko does not have a CapEx plan as referred to in Commission Delegated Regulation (EU) 2021/2178. Financial investments have been allocated to the action related to the material transition described above, which are reflected as part of product costs in Marimekko’s operating expenditure and taken into account in the company’s budget. However, the additional costs of the material transition cannot be separated from product costs as required by the reporting standard. The company’s ability to implement the material transition depends, to some extent, on the availability and costs of lower-emission materials.

More detailed information on Marimekko’s climate change mitigation measures and planned measures is presented in section Transition plan for climate change mitigation.

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Total energy consumption of Marimekko’s own operations

Energy consumption and mix

2024

2025

Fuel consumption from coal and coal products (MWh)

0

0

Fuel consumption from crude oil and petroleum products (MWh)

349

399

Fuel consumption from natural gas (MWh)

0

0

Fuel consumption from other fossil sources (MWh)

0

0

Consumption of purchased or acquired electricity, heat, steam, or cooling from fossil sources (MWh)

110

77

Total fossil energy consumption (MWh)

459

476

Share of fossil sources in total energy consumption (%)

6%

6%

Consumption from nuclear sources (MWh)

34

1,053

Share of consumption from nuclear sources in total energy consumption (%)

0%

14%

Fuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.) (MWh)

4,265

4,316

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

2,455

1,667

The consumption of self-generated non-fuel renewable energy (MWh)

152

144

Total renewable energy consumption (MWh)

6,872

6,127

Share of renewable sources in total energy consumption (%)

93%

80%

Total energy consumption (MWh)

7,365

7,655

Energy intensity per net revenue

Comparative (2024)

2025

% 2025/2024

Total energy consumption per net revenue from activities in high climate impact sectors (MWh/ M€)

40

40

0%

Energy consumption and mix

Marimekko’s energy intensity (total energy consumption per net sales) is presented in table Energy intensity per net revenue .

The energy consumption in the entire Group’s own operations has been taken into account in the calculation of energy intensity, as the NACE code corresponding to the Group’s main industry is 4771 (Retail sale of clothing), which is classified as an industry with significant climate impacts. Correspondingly, the calculation of energy intensity is based on the Group’s total revenue, which is presented in section Consolidated financial statements .

Gross Scopes 1, 2, 3 and Total GHG emissions

The table Marimekko’s GHG emissions (Scopes 1–3) presents Marimekko’s Scope 1–3 greenhouse gas emissions for all emission categories relevant to Marimekko’s operations. Marimekko’s Scope 3 emissions calculation includes all emission categories except categories 10 (processing of sold products), 13 (downstream leased assets) and 15 (investments), as they are not relevant to Marimekko’s operations.

Marimekko’s biogenic emissions in 2025 were 860 tCO 2 e (850). Biogenic emissions increased by 1 percent year-on- year due to increased production and biogas consumption of Marimekko’s own printing factory. The biogenic emissions of indirect emissions of purchased energy (Scope 2) or other indirect emissions (Scope 3) have not been calculated separately, as no information on the share of biogenic emissions was available. The calculation therefore assumes that the indirect emissions of purchased energy and other indirect emissions are entirely fossil emissions.

The greenhouse gas emissions intensity per net sales is presented in table GHG intensity per net revenue.

The greenhouse gas intensity is calculated using the net sales presented in the Consolidated financial statements.

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Marimekko’s GHG emissions (Scopes 1–3)

Retrospective

Target years

Base year (2022)

Comparative (2024)

2025

% 2025/2024

2030

Annual % target/ base year

Scope 1 GHG emissions

Gross Scope 1 GHG emissions (tCO 2 eq)

109

105

159

+51%

-

-

Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%)

0%

0%

0%

0%

-

-

Scope 2 GHG emissions

Gross location-based Scope 2 GHG emissions (tCO 2 eq.)

282

274

267

-3%

-

-

Gross market-based Scope 2 GHG emissions (tCO 2 eq.)

81

98

80

-18%

-

-

Significant Scope 3 GHG emissions

Total Gross indirect (Scope 3) GHG emissions (tCO 2 eq.)

68,302

51,110

48,455

-5%

-

-

1. Purchased goods and services

33,368

29,837

28,473

-5%

-

-

2. Capital goods

360

476

613

+29%

-

-

3. Fuel and energy-related activities (not included in Scope 1 or Scope 2)

276

215

259

+20%

-

-

4. Upstream transportation and distribution

4,372

4,138

4,882

+18%

-

-

5. Waste generated in operations

19

26

18

-30%

-

-

6. Business traveling

274

757

232

-69%

-

-

7. Employee commuting

240

423

409

-3%

-

-

8. Upstream leased assets

134

310

304

-2%

-

-

9. Downstream transportation

2,390

2,054

1,781

-13%

-

-

11. Use of sold products

26,063

12,478

11,112

-11%

-

-

12. End-of-life treatment of sold products

75

16

12

-26%

-

-

14. Franchising

730

380

362

-5%

-

-

Total GHG emissions

Total GHG emissions (location-based) (tCO 2 eq.)

68,693

51,489

48,881

-5%

-

-

Total GHG emissions (market-based) (tCO 2 eq.)

68,492

51,313

48,694

-5%

-

-

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GHG intensity per net revenue

Comparative (2024)

2025

% 2025/2024

Total GHG emissions (location-based) per net revenue (tCO 2 eq/M€)

282

257

-9%

Total GHG emissions (market-based) per net revenue (tCO 2 eq/M€)

281

256

-9%

GHG removals and GHG mitigation projects financed through carbon credits

During the reporting year, Marimekko has not allocated significant funding to projects aimed at climate change mitigation or greenhouse gas removals in the company’s own operations, value chain or outside the value chain.

Reporting principles for metrics

Calculation of Scope 1–3 emissions

Greenhouse gas emissions are presented for the entire Marimekko Group. Marimekko calculates its greenhouse gas emissions on a calendar year basis in accordance with the GHG Protocol standards. The standards used include the GHG Protocol Corporate Accounting and Reporting Standard, Corporate Value Chain (Scope 3) Accounting and Reporting Standard and GHG Protocol Land Sector and Removals Guidance. Greenhouse gas emissions are presented in tons of carbon dioxide equivalents and are calculated taking into account the following greenhouse gases: carbon dioxide (CO 2 ), methane (CH 4 ), nitrous oxide (N 2 O), hydrofluorocarbons (HFCs), perfluorocarbons (PCFs), sulfur hexafluoride (SF6), and nitrogen trifluoride (NF 3 ).

Some methodological changes were made to the calculation of Scope 1–3 greenhouse gas emissions in 2025, which did not have a significant impact on the total emissions, and thus no changes were made to the calculation of the company’s emission target base year 2022. The emission factors for district heating in Finland in the Scope 2 and Scope 3 category 8 calculations have been specified as locality-specific in line with the GHG Protocol standard. Scope 3 Category 1 land-use sector emissions calculation takes into account emissions from land use and land-use change. Land-use change emissions have been calculated by considering the 2–3 most significant countries of origin of the sourced materials, for which land-use change

emissions have been calculated on the basis of country- specific information, and for materials sourced from other countries of origin (or if the country of origin is unknown), the assumption of the country of origin has been made in the calculation, applying the precautionary principle.

The data used in the calculation of greenhouse gas emissions comes from, among other things, Marimekko’s service providers (e.g. energy and biogas consumption data and emission factors), logistics partners (emission reports, delivery data, and data on energy consumption of warehouses), partner suppliers (e.g. emission factors of ceramics and some textile materials, such as cupro, as well as data on emissions arising from the sewing of Marimekko’s products), from Marimekko’s own systems (e.g. quantities of materials procured and cost information), from Marimekko’s employees (emissions from commuting have been determined by means of a survey) and from several databases (e.g. Higg MSI 3.11.0 , which collects environmental impact information on materials, available at app.worldly.io, and the emission factors of the UK Department for Environment, Food and Rural Affairs (Defra), available at Greenhouse gas reporting: conversion factors 2025 – GOV.UK). Approximately 11 percent of the reported scope 3 emissions in 2025 have been calculated based on primary information from Marimekko’s suppliers and other partners. The figure only includes those emissions for

which there is primary data both for activities and emission factors.

The calculation of greenhouse gas emissions from the manufacture of Marimekko’s textile products is based on energy consumption and emissions data collected from Marimekko’s tier 1 suppliers in an annual survey. The results of the 2023 and 2024 survey have been used in the calculation for 2024 and 2025, as newer data was not yet available. The survey results for the years in question have been used in the calculation of emissions for 2022 and 2023. In addition, since the data was not obtained from all suppliers, the result has been extrapolated to represent all suppliers based on the weight of products purchased from the suppliers. The calculation of greenhouse gas emissions from the manufacture of Marimekko's ceramics and glass products are also based on data provided by suppliers from previous years.

The Scope 1–3 emissions have been calculated by a third party but have not been validated by other external parties. The GHG intensity per net revenue has not been validated by an external party.

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Calculation of Marimekko’s emission targets

Marimekko’s target for Scope 1 and 2 emissions is calculated as the sum of Scope 1 emissions and market-based Scope 2 emissions. The target boundary includes all Scope 1 and 2 emissions. The economic intensity target for Marimekko’s Scope 3 emissions is calculated by dividing the Scope 3 emissions in tons of carbon dioxide equivalents by the added value, which is the sum of EBITDA and personnel costs in millions of euros. The target covers all of the company’s Scope 3 emissions, excluding emissions from the use of sold products (Scope 3, Category 11). The target boundary includes emissions from the land use sector. Both Scope 1 and 2 as well as Scope 3 emission reduction targets cover land-related emissions and removals from bioenergy feedstocks. The base year and target year levels for Scope 1–2 and Scope 3 have been validated by a third party (the Science Based Targets initiative).

The greenhouse gas emissions intensity of textile materials per kilogram of sourced textiles is calculated by Marimekko and is based on emission factors obtained from the Higg MSI 3.11.0 database. The intensity is calculated by dividing the cradle-togate emissions from the production of purchased textiles (part of Scope 3, Category 1) by the total amount of textiles purchased during the reporting period, which is the weight of ordered textile products (kg) with a planned delivery date in the reporting year. Marimekko has only included emissions from the land-use sector comprehensively in the calculation of greenhouse gas emissions since 2022, and the change in textile emissions is significant to the extent that the new sources of emissions from the land use sector included in the calculation (mainly land-use change missions) have not been taken into account in the calculation of the emission intensity of textile materials in order to maintain comparability with the target base year. The greenhouse gas emissions intensity of Marimekko’s textile materials has not been validated by an external party.

The emission intensity of logistics presented in the Actions section is calculated by dividing the greenhouse gas emissions from logistics paid by Marimekko (emissions included in Scope 3 Category 4, upstream transportation and distribution) by the total amount of ordered products (kg) with a planned delivery date in the reporting year. As of 2022, emissions from Marimekko’s distribution center and e-commerce warehouses as well as delivery transports from them have been added to Category 4 emissions, which increases the emission intensity of logistics and weakens the comparability of 2022–2025 with previous years to some extent. However, the change is not significant. The metric has not been validated by an external party.

Total energy consumption

The reporting boundaries for total energy consumption are consistent with the reporting of Scope 1 and 2 emissions. The total energy consumption includes the consumption of fuels purchased by Marimekko and the consumption of electricity and heat purchased and generated by Marimekko worldwide. The origin of purchased electricity and heat is divided into consumption from renewable sources, nuclear sources and fossil sources in accordance with Marimekko’s contracts. In some cases, the exact electricity origin mix was not available from the energy utility in question, in which case information on the country-specific residual mix was used. In some cases, accurate information on electricity consumption was not obtained, in which case electricity consumption was estimated based on the surface area of the premises in question using Motiva Oy’s conversion factors. The consumption of fossil fuels in megawatt hours has been calculated by converting the consumption from units of volume to megawatt hours using fuel-specific density values and default lower effective heating values. The fuel classification published by Statistics Finland for the latest available year was used as the source of these conversion factors (for 2025, the 2025 factors were used). Marimekko’s total energy consumption and energy intensity per net revenue have not been validated by an external party.

E3 – Water and marine resources

Identification and assessment of material impacts, risks and opportunities

Marimekko has assessed the impacts, risks and opportunities related to water and marine resources as part of the double materiality assessment related to its sustainability reporting. The emerged material topics included both positive and negative impacts. The double materiality assessment process and material impacts are presented in section ESRS 2 – General disclosures under Identification and assessment of material impacts, risks, and opportunities.

Water-related risks and opportunities have also been identified and assessed in a separate risk assessment as part of the company’s risk management process. Risks related to water resources are identified and assessed annually by Marimekko’s Sustainability team, and Marimekko’s Management Group reviews the most significant identified risks annually as part of the company’s risk management process.

Marimekko uses two time horizons for water-related risk assessment: risks until 2030 (short and medium term) and risks beyond 2030 (long term). The risk assessment covers both Marimekko’s own operations and assets as well as the value chain, focusing on the risks in the upstream value chain.

The most significant water risks facing Marimekko are related to the adequacy of water in the upstream value chain, especially in the cultivation of agricultural raw materials, but also in the textile manufacturing process. Global warming can increase water scarcity, which can reduce the availability of raw materials and increase raw material prices and production costs or disrupt production

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E – Environmental information

processes, especially in areas of high water stress. In addition, the increasing scarcity of water resources may impair access to clean drinking water and sanitation, especially for Marimekko’s value chain workers. In the long term, these risks will increase. No significant water risks related to own operations have been identified. No stakeholder consultations have been organized to identify water-related risks and opportunities.

The most significant opportunities related to water include, for example, reducing the use of virgin raw materials, which reduces dependence on water-intensive agricultural raw materials, and reducing the use of water- intensive cotton.

Policies

Marimekko’s environmental work is guided by Marimekko’s sustainability strategy and related action plan. The Marimekko Code of Conduct covers the principles for the use of water in both the company’s own operations and those of its partner suppliers. The company’s sustainability strategy sets a target related to the water scarcity score of sourced textile materials, which guides operations. The company aims to reduce the intensity of water use in the upstream value chain by favoring less water-intensive materials.

Marimekko’s Supplier Code of Conduct includes requirements related to water use and wastewater. In order to prevent and reduce the pollution of water bodies, Marimekko requires that partner suppliers ensure the adequate and appropriate treatment of wastewater and that suppliers continuously strive to improve the efficiency of water use. The quality of wastewater is monitored regularly at the company’s own textile printing factory in accordance with the environmental permit conditions, and wastewater is treated at a municipal wastewater treatment plant. More information on the content of the Code of Conduct is available in sections ESRS 2 – General information under Sustainability governance and G1 – Business conduct under Policies .

Targets related to water and marine resources

Marimekko’s target for the sustainability strategy term 2021–2025 was to reduce the water scarcity score of sourced textile materials by 50 percent per kilogram of sourced textiles by the end of 2025 from 2019. The baseline score for 2019 was 41.4, and the target level by the end of 2025 is 20.7. The target was relative, as the water scarcity score is measured in relation to the sourced kilograms of textiles. The target was voluntary and concerned the upstream value chain and is not a science-based nature target.

The target was related to both water consumption and water risks, as the water scarcity score of textile materials takes into account the blue water consumption in the cradle- to-gate production of textiles (from raw material to finished fabric) and the water scarcity of the region where the water is consumed. Ecological thresholds or the definition of community-specific shares were not taken into account in setting the target, and Marimekko’s external stakeholders were not engaged in setting it.

During the target period, one methodological change related to the metric describing water scarcity was made in 2022 regarding the dyeing and printing of product types. This change has a very small impact on the annual water scarcity score of textile materials, so the results for different years are comparable despite the change. No other changes have been made to the target, metric or the methods or sources underlying the metric.

In 2025, the water scarcity score of textile materials sourced by Marimekko per kilogram of sourced textiles was 6.7 (9.8), which is 84 percent lower than in 2019. The decrease in the score was mainly due to the increase in the share of organic cotton to 84 percent (52) of all cotton sourced, but also from the lower water scarcity score of leather. Marimekko thus achieved the target set for water scarcity score.

Marimekko does not have a target related to the water consumption of its own operations, but Marimekko strives to

use water efficiently in its own operations and monitors the water consumption and water consumption intensity of the head office and its own textile printing factory.

In 2025, the company also carried out an assessment of the impacts on nature related to water resources, which is described in more detail in section ESRS 2 – General information under Use of transitional provisions.

Actions

In line with its material strategy, Marimekko aims to increase the share of less water-intensive organic and recycled materials as well as new innovative materials. In 2025, 21 percent of the textile materials sourced by Marimekko were recycled materials (20) and 68 percent were organic and regenerative materials (39). According to Marimekko’s own classification, the remaining materials were conventional and conventional enhanced materials.

Actions related to reducing the water use intensity of materials are also indirectly linked to areas at water risk, as Marimekko monitors its progress with the water scarcity score of textile materials. This score takes into account both the consumption of blue water in the cradle-to-gate production of textiles and the water scarcity of the region where water is consumed.

In addition to material choices, Marimekko aims to reduce the water use intensity of textile production by utilizing water-saving production technologies.

The actions listed above are global, as Marimekko sources raw materials from and manufactures products in several different countries. The actions apply to the upstream value chain and own operations. The actions apply directly to the farmers of the raw materials for textile materials used by Marimekko and Marimekko’s partner suppliers, and indirectly to those communities whose water supply is located in the same areas as the water supply of the raw material farmers and factories used by Marimekko.

Marimekko has no specific activities or resources allocated to marine resources.

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Water consumption

Marimekko uses water in its own textile printing factory mainly for steam production and for washing fabrics and tools. In addition, water is used as domestic and sanitary water at Marimekko’s headquarters, other offices and stores.

Marimekko’s total water consumption in 2025 was 702 cubic meters (716). The decrease in total water consumption was due, among other things, to the lower water consumption of the steam boiler of Marimekko's textile printing factory. The total water consumption is a theoretical estimate made by Marimekko, which includes the water evaporated in the steam-using processes at the textile printing factory and the water consumed with food and drink in the head office and canteen located in the same property, which does not enter the wastewater system.

Marimekko’s water intensity, i.e. total water consumption per net sales in 2025, was 3.7 cubic meters per million EUR (3.9).

The total water withdrawal of Marimekko’s own textile printing factory and head office in 2025 increased to 25,565 cubic meters (22,432) due to the increase of production volume at the textile printing factory. The total water withdrawal includes all water withdrawn from the water supply network for the textile printing factory and the head office.

In Marimekko’s own textile printing factory, water is recycled in the washing of the rotary and flatbed printing machines. The amount of recycled and reused water in 2025 was 767 cubic meters (673). The figure is a theoretical estimate made by Marimekko, based on the total water withdrawal and an estimate of the proportion of recycled water obtained from the employees of the printing factory. Marimekko does not store water.

The water withdrawn for Marimekko’s own textile printing factory and head office is purchased from the Helsinki Region Environmental Services Authority (HSY), and it is surface water from Lake Päijänne. Päijänne is located in an area of low water stress and low overall water risk, so all

water consumption reported by Marimekko concerns an area with low water risk.

The environmental permit for the textile printing plant was audited in 2025 by the Centres for Economic Development, Transport and the Environment (ELY Centre) and the City of Helsinki. No deficiencies were identified in the inspection, and therefore the environmental permit remains valid.

Domestic water used at Marimekko’s other locations, i.e. stores and offices, is not included in the reported total water consumption or total water withdrawal, as data on the water consumption of all locations is not available. The other locations are located in river basins with a physical, regulatory and reputational water risk that ranges from very low to moderate. Marimekko's own operations are not located in areas with high water risk or high water stress.

Marimekko monitors the water consumption of sourced textiles in the upstream value chain. The target and metric for sourced textiles are described in more detail under Targets related to water and marine resources . In other respects, the company does not measure or monitor water consumption in the upstream or downstream value chain, particularly because it is difficult to obtain reliable information on water consumption.

Reporting principles for metrics

Marimekko has calculated the water scarcity score of sourced textile materials for 2025 using material-specific water scarcity scores from the Higg MSI 3.11.0 database and data from the company’s systems on the volumes of textile materials sourced by the company. Water scarcity scores from the Higg MSI database, available at app.worldly.io, are based on the AWARE LCIA methodology. The water scarcity score of Marimekko’s sourced textile materials has not been validated by an external party.

Marimekko’s total water consumption is a theoretical estimate made by Marimekko based on the total water withdrawal of the company’s own textile printing factory and head office, an estimate of the amount of water evaporated

in the printing processes and an estimate of the domestic water consumption based on the number of visitors to the head office and canteen. The estimate of the amount of water evaporated in the printing processes has been obtained from Marimekko’s printing factory employees and Marimekko’s partner responsible for the operation of the steam boiler. The estimate of the number of daily visitors to the head office and canteen is based on observations made by Marimekko and the head office restaurant operator. The estimates of the domestic water used at the head office and in the canteen per visitor are made by Marimekko. Marimekko’s water intensity is calculated by dividing the estimated total water consumption by the net sales for the reporting period. The metrics have not been validated by an external party.

The total water withdrawal figure is obtained from the property’s usage monitoring report prepared by an external party. The water withdrawal reading in the usage monitoring report is based on the property’s water meter.

The amount of water recycled and reused in Marimekko’s own operations is an estimate made by the company, which is based on the total water withdrawal of the company’s own textile printing factory and head office, as well as an estimate of the proportion of recycled water obtained from Marimekko’s employees. The metric has not been validated by an external party.

The assessment of the water risk in the area from which HSY withdraws the water used by Marimekko’s textile printing factory and head office is based on the Aqueduct 4.0 service, which is available at https://www.wri.org/ applications/aqueduct/ .

The estimate of the water risk in the river basins where Marimekko’s other own operations are located is based on the WWF Water Risk Filter tool, which is available at https:// riskfilter.org

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S1 – Own workforce

Identification and assessment of material impacts, risks and opportunities

Marimekko has assessed the impacts, risks and opportunities related to its own workforce as part of the double materiality assessment carried out in conjunction with its sustainability reporting. The materiality assessment or its update did not reveal any material themes that exceed the threshold value, but the company has raised the topic as material based on consideration. The sub-topics with the highest value in the analysis, all of which are positive impacts, are considered as material sub-topics in the reporting. These subtopics are presented in section ESRS 2 – General disclosures under Identification and assessment of material impacts, risks, and opportunities. As a rule, the identified impacts apply to all of the company’s own workforce and do not primarily concern a specific personnel group.

Marimekko assesses the special needs of different groups on a case-by-case basis. Potential needs may emerge in addition to direct feedback, for example, through the company’s employee engagement surveys or reports of misconduct, as raised by employee representatives or in

S

Social information

S – Social information

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S – Social information

the preparation of the annual plan regarding diversity, equity and inclusion.

Marimekko does not have own workforce in countries that have been identified as high-risk areas according to amfori BSCI, and there is no risk of child or forced labor associated with its own workforce.

With regard to possible epidemics or pandemics, the employees of Marimekko’s textile printing factory and stores are seen to be in a particularly vulnerable position, among others, because on-site work is emphasized in the work. The risk of occupational accidents is also seen to be greater in the textile printing factory, for example, related to the operation of equipment and the use of chemicals.

Policies

Marimekko is committed to promoting human rights, living wages, employee empowerment and safe working conditions. The company’s ways of working are based on its values and Marimekko Code of Conduct, which follows the ten principles of the United Nations Global Compact. The content of the Code of Conduct is described in more detail in sections ESRS 2 – General information under Sustainability governance and G1 – Business conduct under Policies .

The company’s human rights practices are based on the United Nations Guiding Principles on Business and Human Rights (UNGP). The company respects internationally recognized human rights in accordance with the United Nations International Bill of Human Rights and the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work and the core conventions that underpin it.

The company respects its employees’ freedom of association, right to collective bargaining and the national regulations on working hours. A large proportion of Marimekko’s employees are in Finland and other countries where, for example, the statutory requirements regarding

working conditions, such as reasonable working hours, annual leave, parental leave and part-time work, are high- quality. More than 80 percent of the company’s employees are in Finland. Marimekko respects children’s rights and has zero tolerance for the use of child or forced labor or human trafficking.

At Marimekko, all employees are paid adequate wages in accordance with the applicable benchmarks. Marimekko pays all employees covered by collective agreements at least the minimum wage as specified in the collective agreements, which is in accordance with the minimum wage set in accordance with Directive (EU) 2022/2041 of the European Parliament and of the Council. Outside the EEA, rewarding in accordance with local legislation is applied in relation to adequate pay.

Marimekko has guidelines and processes to provide an inspiring and caring workplace. They cover topics such as occupational health and safety, well-being at work, employee engagement and performance. In addition, the company prepares annually a diversity, equity and inclusion plan. The company has a work community development plan covering learning and professional development.

The company has no specific commitments related to principles that concern those who are in a particularly vulnerable position. In addition to the broad application of the Marimekko Code of Conduct, the company takes into account, for example, possible feedback related to persons in vulnerable positions in the preparation of the annually updated diversity, equity and inclusion plan and related measures.

Diversity, equity and inclusion

Marimekko’s corporate culture and working environment are founded on equality, valuing diversity, and inclusion. The company wants to provide a safe, caring, communal and respectful working environment for all its employees. Among other things, Marimekko Code of Conduct includes zero tolerance for all forms of discrimination, and the

company does not tolerate any form of discrimination based on, for example, gender, gender identity, gender expression, sexual orientation, age, origin, nationality, language, religion, conviction, opinion, political activity, trade union activity, family relationships, health, disability or discrimination or other inappropriate treatment based on other personal ground. Both direct and indirect discrimination or other inappropriate treatment are prohibited regardless of whether they are based on a fact or an assumption concerning the person themselves or someone else. The process of implementing any measures related to discrimination or other inappropriate treatment immediately upon observation is described in G1 – Business conduct under Mechanisms for identifying, reporting and investigating concerns.

Marimekko’s equality plan is the basis for promoting equality in the company and success is measured through the results of employee surveys, among other things. The company’s Diversity, Equity and Inclusion (DEI) Foundational Principles are the framework for the annually updated Diversity, Equity and Inclusion Plan, covering both Marimekko’s DEI measures and the related key performance indicators.

The company prepares annually a work community development plan and an equality and non-discrimination plan as required by Finnish law. In addition, the company has a personnel cooperation committee in Finland, which includes occupational safety and health deputy delegates and shop stewards of each personnel group as well as the employer’s representatives. The personnel cooperation committee participates in the annual updating of the above- mentioned plans.

Occupational health and safety

Marimekko’s policies and management system for preventing work-related accidents consist of different levels of entities. The company’s well-being at work and the promotion of work ability are guided by the Code of

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Conduct. Marimekko promotes the well-being of personnel by, among other things, supporting its employees’ physical and mental health, work ability and functional capacity, and by ensuring an empowering working atmosphere. This work is done in close cooperation with occupational health care, the People & Culture team, managers and the occupational safety organization. In Finland, the company has in use an early support model that is aimed at improving work ability and workplace well-being. This model is also used by supervisors in other countries where the company operates. Marimekko’s entire own workforce was covered by the company’s occupational health and safety management system in both 2024 and 2025.

In Finland, Marimekko’s occupational safety is guided by the company’s general safety instructions as well as the property safety instructions, such as the fire and rescue instructions, of each location. As preventive occupational safety measures, hazards and risks related to work are identified and assessed. This helps the company to prevent accidents and near misses. The company also ensures that the work environment is safe and ergonomic, and that appropriate tools and protective equipment are used.

Marimekko’s safety management system takes into account the legislation of each country, such as the Finnish Occupational Safety and Health Act. In Finland, Marimekko offers its employees occupational health care beyond the statutory requirements and, in other countries where it has its own employees, offers an occupational health benefit in accordance with local market practice.

Engaging with own workforce and workers’ representatives about impacts and processes to remediate negative impacts

Marimekko complies with local labor laws and applicable collective agreements in all of its countries of operation. Collective cooperation is carried out in accordance with the

local legislation of each country. The aim of the collective cooperation is to develop the company’s operations and the personnel’s opportunities to influence the company’s decision-making regarding their work, working conditions and position in the company. In addition to the collective agreements in Finland, the company complies with two local collective agreements in Sweden and operates in accordance with the General Retail Industry Award guidelines and regulation in Australia.

In Finland, collective cooperation with Marimekko’s employee representatives is active and exceeds the scope set out in the Finnish Act on Co-operation in Undertakings. Marimekko’s Chief People Officer has the overall responsibility for ensuring that the cooperation has been carried out in accordance with the Finnish Act on Co-operation in Undertakings. As part of the collective cooperation in Finland, the personnel cooperation committee meets four times a year. In addition to the Chief People Officer, the committee includes President and CEO, Chief Financial Officer and employee representatives. The meetings discuss topical matters, such as the development of the company’s business, the impact of sustainability measures on personnel and the themes proposed by the quarterly convening personnel cooperation working group.

The above-mentioned parties are responsible for their part in the operational implementation of the collective cooperation. If development or change needs arise in the collective cooperation, discussions on the necessary changes are held directly and carried out together with the employee representatives. In addition, the company engages in regular dialogue to resolve personnel-related matters or make information about them flow easily.

The needs regarding employees in a particularly vulnerable position are always addressed as necessary, for example, on the basis of the results of employee

engagement surveys or otherwise based on direct feedback received from employee representatives.

The company assesses the effectiveness of its engagement with its personnel by means of bi-annually conducted employee engagement surveys, through which the company obtains information from different parts of the organization about matters of relevance to employees. In addition, the whistleblowing channel open to employees is an important feedback channel. Collective cooperation, employee engagement surveys and the whistleblowing channel also enable raising matters related to compliance with human rights policy commitments. The procedures for dealing with the issues raised or the related communication with people of own workforce vary depending on the topic. The whistleblowing channel, raising concerns and handling of reports, including possible corrective actions, are described in more detail in section G1 – Business conduct under Mechanisms for identifying, reporting and investigating concerns.

Actions

Marimekko’s SCALE strategy, business model and corporate culture create opportunities and positive impacts for the company’s employees in the form of both career and development opportunities.

Reflecting the themes that have emerged as material impacts, Marimekko invests, e.g., in personnel training, succession planning and performance management, which support the company’s profitability and business continuity. In addition, the company strives to continuously invest in the continuous development of the employee experience by, for example, developing the leadership culture, managerial work as well as processes and systems.

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The development of leadership and managerial work and, for example, people processes is continuous, but their focuses and scopes vary annually. Marimekko trains its personnel on people processes, such as on the performance management process and other topical themes. For example, in 2025, the training was related to job architecture and the EU-wide Pay Transparency Directive. People managers are also continuously offered customizable support regarding the processes or other personnel matters such as recruitment and onboarding training, as well as an extensive package of supervisors' legal responsibilities and obligations. Work on diversity, equity and inclusion contributes to building the employee experience. For more information on the company's HR processes, see section G1 – Business Conduct under Business conduct policies and corporate culture . The section also provides information on the development of feedback culture.

Work on diversity, fairness and inclusion contributes to building the employee experience. The measures of the annually created DEI plan apply to the entire personnel or its employee groups based on the results of employee engagement surveys or other feedback. Some of the actions are recurring. More information on Marimekko’s DEI work can be found in G1 – Business conduct under Business conduct policies and corporate culture .

At Marimekko, employees are regularly trained in occupational safety. The company ensures that the employees have the appropriate competence to perform their duties. The company’s employees are under an obligation to report any safety-related problems or shortcomings. In Finland, employees report their safety observations through a joint system. Marimekko regularly monitors reported observations and work-related accidents and takes necessary corrective measures based on them. Marimekko carries out regular risk assessments in stores, the textile printing factory and offices in Finland, collects information and feedback through employee engagement and leadership surveys and works in close cooperation with employee representatives in Finland.

Key figures related to own workforce

Number of employees (head count)

Gender

2025

2024

Male

73

66

Female

625

611

Other

-

-

Not reported

-

-

Total employees

698

677

Country

Finland

555

544

2025

2024

Of the total number of employees (head count)

under 30 years of age (head count / %)

194 / 28

197 / 29

aged 30–50 (head count / %)

384 / 55

364 / 54

over 50 years of age (head count / %)

120 / 17

116 / 17

Employee turnover

Employees who have left, head count

110

85

Average turnover, total personnel, %

21,8

16,7

Occupational accidents

Work-related accidents, Finland

11

8

Fatal work-related accidents, entire company

0

0

Diversity

Number of men and women in top management (Management Group)

1 / 10

1 / 10

Ratio of men to women in top management (Management Group / %)

9 / 91

9 / 91

Family leaves

Share of employees entitled to family leave, %

100

100

Marimekko's personnel headcount by market area can be found from ESRS 2 – General information under Strategy and business model.

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S – Social information

Metrics related to marimekko’s own workforce

Metric

Description

Evaluation of impact

2025

2024

Employee Net Promoter Score (eNPS), range of results -100–+100

Measures the commitment of employees and their willingness to recommend the company. The full-year result takes into account the weighted eNPS result of the two employee engagement surveys conducted within the year.

Actions are implemented based on the results. The results are reviewed at company, market area, function, team or other similar levels in accordance with the process.

28

28

Leadership KPIs: Total result, office employees

Measures the quality of leadership and managerial work of office employees globally. The result is obtained by means of a survey conducted once a year. Results on a scale of 1–5 (Strongly disagree; Strongly agree).

Managers implement actions based on their results and plan actions also with the People & Culture team. More extensive actions are taken into account, for example, in the training offering or performance management model.

4.2

4.2

Leadership KPIs: Total result, retail

Measures the quality of leadership and managerial work of store managers globally. The result is obtained by means of a survey conducted once a year. Results on a scale of 1–5 (Strongly disagree; Strongly agree).

Same as above. Possible actions are implemented for example with the market area’s retail management.

4.2

4.2

Sick leaves, %

Applies to employees in Finland.

An overview of sick leaves is discussed with the ccupational health and safety committee. The People & Culture team has the main responsibility for the actions in cooperation with the Finland’s occupational health service provider.

3.4

2.8

Number of work-related accidents

Applies to employees in Finland.

In Finland, the occupational health and safety committee handles work-related accidents and implements actions in cooperation with the occupational health service provider and the People & Culture team.

11

8

The company’s Management Group defines the target levels and reviews the results of the metrics and the effectiveness of the actions. The results of the employee Net Promoter Score are also covered by the Board of Directors of Marimekko.

Share of employees covered by collective agreements

Collective bargaining coverage

Social dialogue

Coverage rate

Employees – EEA (countries with more than 50 employees representing more than 10% of the total number of employees)

Employees – Non-EEA

(estimate for regions with more than 50 employees representing more than 10% of the total number of employees)

Workplace representation (EEA only)

(for countries with more than 50 employees representing more than 10% of the total number of employees)

0–19%

20–39%

40–59%

60–79%

Finland

Finland

80–100%

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The employee engagement surveys are conducted twice a year and the survey on leadership and managerial work is carried out once a year as part of the Maripeople performance management process. In the Maripeople process, annual goals are set for each employee and interim and overall evaluations are made of performance in accordance with the goals. Maripeople emphasizes continuous interaction, regular monitoring of goals and feedback, and individual development according to a personal development plan. The company's measures related to material impacts on its own personnel include, for example, continuous development work related to processes, working methods, organizational culture, and management and supervisory work.

The company monitors the data presented in the Metrics related to Marimekko’s own workforce table annually as part of its impacts. The number of complaints and cases of severe human rights incidents filed through channels for personnel in the undertaking’s own workforce are reported in G1 – Business Conduct in table Key figures related to ethical business practices.

Collective bargaining coverage and social dialogue

At Marimekko, the percentage of employees covered by collective agreements is 67 percent (67). In Finland, this ratio is 77 percent (78). In addition, in Finland 77 percent (75) of employees have workplace representation. The other countries do not have more than 10 percent of the total number of employees or more than 50 employees required for reporting.

The company has no agreements with employees of the company on representation by a European Works Council (EWC), a Societas Europaea (SE) Works Council or a Societas Cooperativa Europaea (SCE) Works Council.

Reporting principles for metrics

Metrics related to Marimekko’s own workforce

Employee Net Promoter Score (eNPS) takes into account the results of the two surveys during the same reporting year. The number of responses is taken into account in the calculation, i.e. the result is weighted. The numbers used in the calculation are from the system of an external partner.

Leadership KPI total results (office employees & retail) take into account the results for the five statements.

Sick leaves applies to employees in Finland, where more than 80 percent of Marimekko’s employees are located. Calculated by dividing sick leave absence hours by theoretical working hours.

Work-related accidents applies to employees in Finland, where more than 80 percent of Marimekko’s employees are located. The number of fatal accidents at work includes all of the company's own operations globally. The number of occupational accidents and fatal accidents at work in Finland has been provided by the accident insurance company.

Key figures related to own workforce

Employee figures reported as head count at the end of the year (31 December). Employees include active and absent employees.

The number of employees who have left the company includes employees that have left voluntarily, have been terminated or have retired as well as employment relationships that have been terminated by mutual agreement. Fixed-term employment is not included in the number of left employees.

Average turnover calculation is based on the head count and only considers permanent employment relationships. The average turnover is calculated using the following formula: Average turnover = ((permanent employees who have joined the company + permanent employees who have left the company)/2)/number of permanent employees at the end of the period. The number of employees at the end of the period includes employees, i.e. both active and absent employees.

Work-related accidents include employees in Finland, accounting for more than 80 percent of Marimekko’s personnel. The fatal work-related accidents number covers all of the company’s own operations globally. The number of occupational accidents and fatal occupational accidents has been provided by the accident insurance company.

Diversity figures reported as at the end of the year (31 December).

All employees are entitled to a family leave based on the labor legislation of each country and/or the collective agreement applicable to the employee.

The share of employees covered by collective agreements

Figures are reported as at the end of the year (31 December). The share (%) of employees in scope of collective agreements of all employees and of employees of Finland has been calculated taking into account employees who are in scope of some collective agreement.

The metrics have not been validated by an external party.

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S2 – Workers in the value chain

Identification and assessment of material impacts, risks and opportunities

Marimekko has assessed the impacts, risks and opportunities related to workers in the value chain as part of the double materiality analysis conducted as part of its sustainability reporting. The material themes identified in the double materiality analysis included both positive and negative impacts. The double materiality process and the material impacts are presented in section ESRS 2 – General disclosures under Identification and assessment of material impacts, risks and opportunities, and resources used to manage material impacts are presented in the same section, under Sustainability governance and Strategy and business model .

Marimekko’s operations have impacts on employees throughout the value chain of its products, such as employees of partner suppliers and people working in raw material production. Marimekko has not identified any employee groups that would be particularly affected by the material impacts. Impacts related to the company’s own workforce are addressed in section S1 – Own workforce.

Regarding sustainability elements related to manufac- turing, both the social aspects of the supply chain (e.g. human rights, working conditions and remuneration) and the environmental aspects (e.g. production methods as well as raw materials and chemicals used), as well as transparent communications on these matters in compliance with continuously increasing legislation, are of growing significance to customers. These sustainability topics apply to Marimekko’s sourcing and own production as well as to licensed products.

Marimekko’s extensive product range is manufactured by an international network of approximately 140 partner suppliers of products and packaging in the Baltic countries, Portugal, Türkiye, China and Thailand, among others. In 2025, 40 percent (2023: 44) of Marimekko’s products sold were manufactured in EU countries, 14 percent in other European countries – for example in Türkiye, where the popular Marimekko Maridenim products are produced – and 46 percent in Asia. The company’s objective is to always find the most suitable manufacturing location for each product category. Partner suppliers have a significant impact on Marimekko’s competitiveness and therefore the company strives to establish long-term partnerships with its partner suppliers.

The complexity of supply chains in the global fashion and design business makes it challenging for companies to ensure sustainability throughout the entire value chain, despite active efforts. Improving the transparency of complex multi-actor supply chains from raw materials to the store requires persistent work. Marimekko publishes a list of its partner suppliers on its website and on the Open Supply Hub platform. The list has been compiled in accordance with the requirements of the Transparency Pledge, which promotes transparency in apparel and footwear supply chains, and therefore includes only the manufacturers of products sold by Marimekko.

Marimekko can have a positive impact on supply chain workers through its Supplier Code of Conduct that contains requirements related to human rights, employee rights and working conditions, environmental aspects and business principles. The fulfillment of these requirements is monitored by Marimekko’s own factory visits and third-party audits. Marimekko uses a tool to check the backgrounds of partner suppliers and other significant business partners, including potential exposure to trade sanctions and corruption risk. Negative impacts may arise if the requirements are neglected and the partner supplier does not commit to corrective measures. Marimekko’s primary objective is always to ensure that corrective measures are

Origin of Marimekko's purchases

2025

2024

Origin of products, share of sales, %

EU countries

40

44

Non-EU European countries

14

12

Asian countries

46

44

Share of purchases from audited suppliers in non-EU countries, %

100

100

Main countries of origin of products, share of sales, %

China

20

19

Thailand

17

16

Portugal

15

15

Türkiye

14

12

Estonia

8

10

Lithuania

7

6

Finland

5

5

India

4

3

Vietnam

3

3

Romania

3

2

Pakistan

2

2

Italy

1

2

Hungary

1

2

Directors’ report

Report of the Board of Directors 2025

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Social Compliance Initiative (BSCI) Code of Conduct, which in turn is based on key international principles on human rights and labor rights, such as the UN Declaration of Human Rights, the International Labor Organization (ILO) Conventions, the OECD Guidelines for Multinational Enterprises and the UN Children’s Rights and Business Principles. The Supplier Code of Conduct is a part of the agreements between Marimekko and its partner suppliers. By signing the Supplier Code of Conduct, partner suppliers commit to complying with the principles described in the Code and taking adequate measures to ensure that they are also complied with throughout their supply chain.

Partner suppliers also undertake to observe Marimekko’s Product Requirements for sustainable material sourcing in their own operations and throughout their supply chain. The Product Requirements state that Marimekko does not accept materials from extremely high-risk countries or regions. This applies, for example, to the sourcing of cotton from Uzbekistan, Turkmenistan or the Xinjiang Uygur Autonomous Region in China. As part of its material strategy and in line with its Product Requirements, Marimekko has increased the share of traceable materials, such as organic cotton and certified wool, in its products. Many material certifications, such as the Global Organic Textile Standard (GOTS) and the Global Recycled Standard (GRS), also include social sustainability requirements that all certified companies must meet. Thus, they help Marimekko monitor the fulfillment of also these criteria throughout the supply chain.

The company provides training both to its partner suppliers and its own employees on the Supplier Code of Conduct and Product Requirements to ensure their implementation and compliance.

As a member of the UN Global Compact initiative, Marimekko is committed to following the ten principles of the initiative in its own operations and in its value chain. In addition, Marimekko is a member of the following international cooperation networks, among others:

amfori BSCI – an initiative that promotes the monitoring and development of working conditions in global supply chains

Better Cotton – an initiative to help cotton farmer communities thrive while protecting and restoring the environment

Leather Working Group (LWG) – an initiative committed to building a sustainable leather supply chain

The Centre for Child Rights and Business (CRIB) – an organization where member companies can share information and best practices for taking children's rights and human rights into account in their business.

Actions

The factories of Marimekko’s partner suppliers are monitored by independent third-party inspections, mainly in countries outside Europe that are classified as higher- risk countries, by factory visits carried out by Marimekko employees in Europe and Asia, and by surveys conducted among partner suppliers, for example, on the origin of the materials used.

Third-party audits are mandatory for Marimekko’s partner suppliers operating outside the EU in higher risk countries. The company’s goal is that all purchases made from direct partner suppliers in non-EU countries are covered by social audits. In 2025, the coverage of audits was 100 percent. Of these, 82 percent (83) were covered by amfori BSCI audits and the rest by other similar social compliance audits, such as SMETA.

implemented and that the partner supplier commits to the continuous improvement of its operations. If the partner supplier refuses to do this, Marimekko has the contractual right to terminate the cooperation.

Policies

Marimekko is committed to respecting human rights and promoting equality and fairness throughout its value chain in line with its sustainability strategy. The company continuously strives to improve the transparency of its value chain and is committed to promoting human rights, living wages, employee empowerment and safe working conditions in all its operations. The company’s human rights practices are based on the United Nations Guiding Principles on Business and Human Rights (UNGP).

Marimekko’s commitment to human rights is included in the company’s Code of Conduct, Supplier Code of Conduct and Sustainability Policy. These guidelines and policy include a commitment to freedom of association and the right to collective bargaining, the prohibition of discrimination, forced labor, human trafficking, and child labor and other aspects related to managing social issues. The company’s commitment also covers a living wage, which is paid for regular working hours (max. 48 hours per week) and must enable a reasonable standard of living for the employee and their family.

The Code of Conduct and the Supplier Code of Conduct are also described in ESRS 2 – General Disclosures in Sustainability governance and G1 – Business Conduct under Policies .

Marimekko’s sourcing follows principles of sustainable sourcing and the Supplier Code of Conduct. Marimekko’s Supplier Code of Conduct is based on the amfori Business

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S – Social information

Amfori audits include interviews with factory management, a document review, factory tour and employee interviews. The auditor selects the employees to be interviewed. The interviews are confidential, and it is not possible for the employer to identify the interviewed employees from the audit report. Employees in a particularly vulnerable position, such as young employees, migrant workers and pregnant employees, are identified as part of the audit and special attention is paid to the realization of their rights in the audit.

In 2025, a total of 20 amfori BSCI audits (33) were carried out at Marimekko’s partner suppliers’ factories. The number of audits varies from year to year due to the timing of audits, as audits are carried out every one or two years depending on the results of the previous audit, or changes in the supplier field, as a new factory may, for example, have an audit other than amfori BSCI.

No findings were made in the audits concerning workers’ freedom of association or collective bargaining, precarious employment, forced labor or special protection for young workers. Most of the findings concerned occupational health and safety issues, management systems and workers’ involvement and protection. The relative share of observations by performance area is presented in the table Audits and audit findings . The audits carried out during the year identified one finding in the category No child labor. No child labor was detected at the factory, and this was not a zero-tolerance finding. The finding concerned the factory’s child labor policy, which, according to the audit, lacked a section regarding corrective measures in the event of a child labor case. Marimekko will monitor that the factory has addressed the finding in connection with the next audit.

Audits and audit findings

2025

2024

Number of audits and audit results

Outstanding (A)

3

10

Good (B)

6

6

Acceptable (C)

11

15

Insufficient (D)

0

2

Total

20

33

amfori BSCI audit findings by performance area, %

Occupational health and safety

39

34

Social management system and cascade effect

24

23

Workers’ involvement and protection

12

15

Fair remuneration

10

12

Decent working hours

9

8

Ethical business behavior

3

2

Protection of the environment

2

3

No discrimination

1

0

No child labor

1

0

The rights of freedom of association and collective bargaining

0

0

No precarious employment

0

2

No bonded labor

0

1

Special protection for young workers

0

0

Corrective actions identified during monitoring are followed up regularly, either during factory visits or in separate supplier meetings. Based on follow-up audits carried out in 2025, corrective actions had been implemented for 17 percent (30) of the observations. However, the observations and the corrective actions they require are not fully comparable: some observations may require considerable time and resources to address, while others are smaller and easier to correct. Marimekko monitors the implementation of the remaining corrective actions, and they will also be monitored in future audits in accordance with the amfori BSCI audit cycle and as part of ongoing supplier collaboration.

Marimekko offers training to its suppliers, especially in connection with updates to the Supplier Code of Conduct and Product Requirements. In 2025, training was organized in connection with Marimekko's Product Requirements. Marimekko's sourcing personnel also receive training related to responsible sourcing practices and human rights issues, for example, during the reporting year on Product Requirements.

Processes to remediate negative impacts and channels for value chain workers to raise concerns

Marimekko has instructions and defined processes to apply in case of suspected violations of legislation or the company’s Code of Conduct and other guidelines. Possible violations can be reported personally or through a channel maintained by an external service provider that also allows

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S – Social information

anonymous reporting. The channel is also open to parties outside the company. In 2025, Marimekko did not receive any reports from its supply chain employees via this channel.

In addition, amfori BSCI’s Speak for Change program offers supply chain employees and communities surrounding the factories the possibility to report any violations of the amfori Code of Conduct. Amfori requires that the Code of Conduct must be visible to employees in the local language on the factory premises. The Speak for Change channel is provided in the local language and it allows anonymous reporting for example by phone, by scanning a QR code or via a chat application. The aim is to make the channel as accessible as possible to the factory employees and surrounding communities. The program includes an investigation by an independent party and the definition of corrective measures in case a report is found to be justified. The Speak for Change program is active in Vietnam, Türkiye, Bangladesh, India and Cambodia and implementation in other countries is ongoing. In 2025, Marimekko did not receive any reports through the amfori Speak for Change program.

Reporting principles for metrics

Information on the total number of partner suppliers has been collected from the purchase report and Marimekko’s supplier management system. It includes the factories that manufactured Marimekko’s products and consumer- visible packaging during the reporting year, as well as the related agents and suppliers (tier 0 and 1). License partners are included if their products are sold in Marimekko’s own channels.

The manufacturing of products in EU and non-EU countries and the shares of the countries of origin of the products have been calculated from the sales data for the reporting year, which includes sales both to wholesale and retail customers. Internal wholesale is not included. The figure is based on sales in euros.

Information related to amfori BSCI audits comes from amfori platform and information on other audits comes from Marimekko’s supplier management system. The data includes the audit results of factories that manufactured Marimekko’s products and packaging visible to consumers during the reporting year.

The coverage of amfori and other audits for products procured from outside the EU has been calculated at supplier level based on the purchase report, so that the most common audit used at the supplier’s factories has been generalized to cover all purchases from the supplier in question. For example, if three out of five factories have an amfori audit and two have a SMETA audit, all purchases from this supplier are counted as being covered by amfori audits.

The implementation rate of corrective actions identified in audits is calculated as the share of corrective actions completed according to the follow-up audit conducted during the reporting year, compared with the number of findings from the previous full audit.

The metrics have not been validated by an external party.

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G – Governance information

G

Governance information

G1 – Business conduct

Role of the administrative, management and supervisory bodies

Marimekko is committed to observing the same operating principles all over the world, in compliance with international and local laws and regulations, Marimekko’s values and ethical business conduct. The most important ethical business principles are outlined in the Marimekko Code of Conduct and Supplier Code of Conduct.

The role of the company’s administrative, management and supervisory bodies in sustainability is described in more detail in section ESRS 2 – General disclosures under Sustainability management at Marimekko .

The company’s Board members’ expertise in sustainability-related themes is described in more detail in section ESRS 2 – General disclosures under Board of Directors . The expertise of the members of the Management Group in relation to sustainability is described in more detail in section ESRS 2 – General disclosures under President and CEO and Management Group .

G – Governance information

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G – Governance information

Identification and assessment of material impacts, risks and opportunities

Marimekko has assessed the impacts, risks and opportunities related to business operations and ethical business conduct as part of the double materiality assessment related to its sustainability reporting. The materiality assessment or its update did not reveal any material themes that exceed the threshold value, but the company has raised the topic as material based on consideration. The sub-themes addressed as material in reporting are those with the highest threshold value, which are all positive impacts. These are presented in section ESRS 2 – General disclosures under Identification and assessment of material impacts, risks and opportunities.

Risks related to ethical business conduct are identified and addressed as part of the Group’s risk management and the most significant of them are presented quarterly in the company’s interim reports and in the Report of the Board of Directors. The members of the Management Group are responsible for identifying and assessing risks in their respective areas of responsibility, implementing appropriate risk management measures and communicating risks and measures to the personnel.

In the identification, analysis and management of the impacts, risks and opportunities related to ethical business conduct, key measures include supplier assessments and audits, internal controls, classroom training for employees and a whistleblowing channel. To ensure the ethical business conduct of the company’s suppliers, customers and other partners, Marimekko uses a risk management tool maintained by a third party to check partners’ backgrounds regarding trade sanctions, corruption, money laundering, human rights violations and various misconduct risks. Practices of ensuring suppliers’ sustainability are described in more detail in section S2 – Workers in the value chain .

Business conduct policies and corporate culture

Business conduct

In addition to applicable legislation, Marimekko’s ethical business conduct is guided by the company’s values approved by the Board of Directors, the Marimekko Code of Conduct and other policies and guidelines based on it. The Code of Conduct covers, among other things, the company’s commitment to sustainability and ethical business conduct in such matters as environmental issues, social aspects, respect for human rights and combating corruption and bribery. The content of the Code covers material themes identified in the company’s double materiality analysis.

The Marimekko Code of Conduct and other policies and guidelines based on it contain operating principles on combating corruption and bribery in accordance with the UN Convention against Corruption. The requirements for suppliers are set out in Marimekko’s Supplier Code of Conduct, which is based on the ILO conventions and the amfori BSCI Code of Conduct. As a participant in the UN Global Compact initiative, Marimekko is committed to following the ten principles of the initiative in its own operations and in its value chain.

The Supplier Code of Conduct applies to all Marimekko suppliers, their subcontractors and third parties acting on behalf of the supplier, regardless of where they are located. The internal Marimekko Code of Conduct applies to all employees and management of the company.

Marimekko's business practices are defined in more detail in the Sustainability Policy prepared in 2025, which is based on the company's values and Marimekko's Code of Conduct. The policy covers the company's own operations and the entire value chain, and it addresses the company's goals of minimizing environmental impact, respecting human rights and promoting ethical business conduct. The key measures

listed in the policy include science-based emission reduction targets, responsible material procurement, committing suppliers to ethical principles, and continuous risk management and auditing. The Sustainability Policy also describes Marimekko's ways of taking care of sustainability issues related to the value chain. The monitoring processes include, among other things, regular supplier audits and visits, training for our own personnel and partners, feedback channels, annual reporting, and continuous evaluation and development of operating methods.

Marimekko’s policies and guidelines based on the Code of Conduct were updated between 2022 and 2025 to reflect the development of legislation and the company’s operating practices, and they are reviewed regularly. The Marimekko Code of Conduct is reviewed and, if necessary, updated at least every two years, previously in 2024. Code of Conduct, Supplier Code of Conduct and Sustainability Policy are publicly available, other policies and guidelines are internal. More about Policies in ESRS 2 – General information under Sustainability governance .

All employees and management in the Group must complete an e-learning module on the Marimekko Code of Conduct every two years. New employees must complete the training within 30 days of the start of employment. The Code of Conduct e-learning module covers the key practices of ethical business conduct followed at Marimekko and procedures for reporting misconduct and illustrates ethical business conduct through examples and assignments. According to Marimekko’s assessment, the personnel functions most at risk in respect of corruption and bribery are those working in sourcing and wholesale. These employees must complete online training on Marimekko’s Code of Conduct in the manner described above. The training covers company-wide principles related to the prevention of corruption and bribery. Every year, all employees must also complete an e-learning module on information security. In addition, relevant employees must

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participate annually in classroom training on competition law and complete e-learning modules on data protection and the company’s Insider Policy every two years. Once a year on average, every Marimekko business area and function also receives tailored classroom training sessions including a section on ethical business conduct.

The company’s onboarding processes and the separately provided instructions and training on HR processes also contribute to the company’s corporate culture and compliance with ethical business conduct. Adherence to the desired working and operating methods is also supported by Marimekko’s performance management process Maripeople, which is explained in more detail in section S1 – Own workforce under Actions .

The completion of the e-learning modules and classroom training sessions on the Code of Conduct, data protection, competition law and insider guidelines is monitored and the results are reported to the Board of Directors once a year as part of the ethics & compliance review. The completion rates for these training modules are presented in table Key figures related to ethical business practices .

Marimekko publishes an internal quarterly newsletter on a selected topic related to ethical business conduct. In 2025, the featured topics were guidelines for AI applications, feedback culture, digital accessibility, and the responsible use of the company’s assets. In addition, themes related to ethical business conduct and sustainability in a larger perspective are regularly discussed in briefings and training sessions aimed at supervisors and all employees.

As part of the regular review and update of its Code of Conduct, the company launched a comprehensive assessment of its Human Rights and Environmental Due Diligence (HREDD) process in late 2025 to further develop it. The aim of the process is to support the company in the systematic monitoring of human rights and environmental impacts and to ensure that potential risks are consistently prevented and managed across its own operations, supply chains, and business partnerships.

Policies with respect to animal welfare

The company’s policies related to animal welfare are described in Marimekko’s Sustainability Policy and in more detail in Product Requirements, which is binding on the company’s suppliers as part of the Supplier Code of Conduct.

The Product Requirements state that when using animal derived materials, Marimekko’s suppliers must comply with the “Five Freedoms” as defined by the World Organization for Animal Health (WOAH; prev. OIE) concerning such matters as nutrition, health and species-typical behavior. Suppliers must also take the necessary measures to ensure that their sub-suppliers comply with these principles. Furthermore, any material from species defined as endangered or vulnerable in the International Union for Conservation of Nature’s (IUCN) Red List or included in the Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) are ruled out from use in Marimekko products.

Marimekko is committed to using responsibly sourced raw materials and prefers certified materials in its procurement. Marimekko strives to ensure animal welfare by using wool, alpaca and mohair meeting the requirements of the Responsible Animal Fiber (RAF) standard, cashmere meeting the Good Cashmere Standard (GCS), and down and feathers meeting the Responsible Down Standard (RDS) in its products.

Corporate culture

Marimekko believes in fairness, courage and cooperation and fosters an open, low-hierarchy corporate culture that is built on creativity and entrepreneurship. Equality, valuing diversity, and inclusion are also important pillars of Marimekko’s corporate culture and working environment. Discrimination in any form is prohibited at Marimekko. The company wants to provide a safe, caring, communal and respectful working environment for all its employees.

Marimekko’s ways of working are based on the company’s values and Code of Conduct. The company has created its own principles regarding diversity, equity and inclusion (DEI Foundational Principles) and based on them, creates an annual DEI action plan. This topic is addressed in more detail in section S1 – Own workforce under Policies .

Diversity, equity and inclusion are an important and continuously developed part of Marimekko’s people processes and supervisory work. As in previous years, in 2025 the company was an official partner of Helsinki Pride and supported the LGBTQIA+ community through omnichannel content and collaborations. Marimekko worked with various models, influencers and creatives to make sure that the company fosters diversity, for example, in age, size, gender and ethnic background. Supporting inclusion through, for example, choices in imagery and representation is a constant and consistent part of the company’s marketing activities.

In addition to DEI themes, the company continued to promote other necessary important company culture- and value-based actions. The company continuously develops its people processes and leadership culture, as they play an important role in building employee experience. Marimekko has guidelines and processes to support providing an inspiring, responsible and caring workplace.

In 2025, the company continued, among other things, to develop a feedback culture by raising the topic in internal communications, providing tips and training supervisors. The aim of developing the feedback culture is to enable more effective development at the individual level, utilization of each employee’s potential and agility and, thereby, also to achieve gradual improvements at the organizational level, for example in the capabilities important to the company. The progress of this theme has been included in Marimekko’s metrics of the quality of leadership and managerial work.

DEI themes are discussed regularly by the company’s Board of Directors and Management Group.

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Mechanisms for identifying, reporting and investigating concerns

Employees and other stakeholders are encouraged to report suspected misconduct related to Marimekko’s operations, and the reporting channel is also introduced as part of the company’s Supplier Code of Conduct. Employees are primarily asked to contact their supervisor, Marimekko’s Chief People Officer or the General Counsel. They can also use the reporting channel maintained by an external service provider that enables anonymous reporting. This whistleblowing channel tool is available on Marimekko’s intranet and the company’s public website. In addition, the company’s whistleblowing channel instructions must be available in the break room of each Marimekko store.

The channel is also available to external stakeholders. More information on reporting channels available for suppliers is provided in section S2 – Workers in the value chain under Processes to remediate negative impacts and Channels for value chain workers to raise concerns.

All cases of misconduct and suspected misconduct that the company becomes aware of are investigated in accordance with a predetermined process. In this process, Marimekko complies with the EU Whistleblowing Directive (2019/1937/EU) and the national regulations issued on the basis of it. Marimekko is committed to fairly investigating all reports made in good faith and, based on the investigation and its outcome, taking the necessary measures. Those investigating the cases must be separate from the chain of command involved in the matter. The company is also committed to protecting the rights and privacy of persons who have submitted misconduct reports in good faith. These commitments are confirmed in Marimekko’s Whistleblowing Guidelines, which were last updated in 2024. In 2025, the company did not become aware of any cases where whistleblowers would have been subjected to retaliation.

The Group’s Chief People Officer and General Counsel are responsible for steering the investigation of suspected misconduct. The purpose of this steering is, among other things, to ensure that the consequences in cases of similar severity are consistent and that corrective measures are

sufficient. Confirmed misconduct may result in disciplinary or legal action. Any suspected crimes are reported to the police. The company’s General Counsel reports all investigations annually to the Management Group and Board of Directors. In 2025, the company became aware of four cases related to discrimination or harassment of its own workforce. All cases were investigated in accordance with the company's defined process, and one case was confirmed.

Apart from the continuous development of its ethics & compliance program, the company has not identified any need to initiate separate development projects regarding anti-bribery and anti-corruption processes. Marimekko has not been involved in any legal proceedings or court rulings related to corruption, bribery or other unethical business in 2025.

Management of relationships with suppliers

Marimekko strives to establish long-term partnerships with its partner suppliers and always find the most suitable manufacturing location for each product category. Marimekko’s sourcing complies with the principles of sustainable sourcing described, among others, in the Sustainability Policy and the Supplier Code of Conduct. The Supplier Code of Conduct is appended as a part of the agreements between Marimekko and its partner suppliers. Marimekko has the right to terminate the agreement if the supplier violates the stipulations of the Supplier Code of Conduct. However, Marimekko always aims to support its partner supplier in taking corrective measures in the event of violations.

Marimekko selects its partner suppliers carefully. In addition to commercial terms, it pays attention to sustainability aspects and possible certifications and audits in its selection. When Marimekko selects partner suppliers operating in countries outside the EU, it requires that the factory has already undergone an amfori BSCI audit or

SA8000 certification, or that such audit or certification process is started. On a case-by-case basis, the company also approves suppliers covered by other social compliance audits. The audits of our contract manufacturers and their results are described in more detail in section S2 – Workers in the value chain under Actions .

Marimekko maintains continuous contact with its partner suppliers. Sourcing personnel are trained in supplier relationship management mainly through on-the-job learning when they participate in various supplier meetings. Other training is arranged as necessary. The aim is to conduct regular factory visits to all suppliers. The implementation of corrective actions identified in third-party audits is monitored through factory visits and separate supplier meetings. The company conducts regular supplier surveys on such issues as the origin of materials and environmental aspects. In addition, suppliers are provided with training on, for example, the requirements of the Supplier Code of Conduct and Product Requirements, especially in connection with updates to these documents.

Marimekko uses a supplier rating, which is updated regularly. The latest update to the tool was made during the financial year, when the evaluation criteria included in the classification were reviewed, removing overlaps with other supplier inquiries. The rating assesses the supplier’s performance based on factors such as quality, pricing, delivery reliability, product development, the use of preferred materials and manufacturing processes. Suppliers are given feedback on the assessment results and corrective actions are agreed on when necessary.

The risks related to Marimekko’s supply chain are associated especially with production, procurement and logistics processes and their reliability, flexibility and efficiency, sustainability, fluctuations in the prices of raw materials and other factors of production as well as the availability and price of logistics. Risks related to the supply chain and their management are described in more detail in the Report of the Board of Directors under Most significant risks and uncertainties .

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Prevention and detection of corruption and bribery

Marimekko is committed to observing anti-corruption and anti-bribery activities in its own operations and in relations with its partners. The Marimekko Code of Conduct prohibits corruption and bribery. The same prohibition is also included in Marimekko’s Supplier Code of Conduct. In addition, the Marimekko Code of Conduct contains principles regarding conflicts of interest and gifts and hospitality, which are essential in the prevention of corruption. The company also has separate guidelines regarding gifts and hospitality. The most important means of preventing and detecting corruption and bribery are:

Training on ethical business conduct (for more information, see Business conduct ).

Risk assessment regarding ethical business conduct (for more information, see Management of relationships with suppliers ).

A whistleblowing channel available to all internal and external stakeholders. There are instructions and a predefined process for submitting and processing reports (for more information, see Mechanisms for identifying, reporting and investigating concerns ).

Sustainability surveys and background checks among partners (for more information, see Management of relationships with suppliers ).

Continuous development of ethical business conduct in the supply chain. In this, the most important means are audits and assessments of partner suppliers and their commitment to Supplier Code of Conduct. Other partners, such as IT and other service providers, may also observe their own operating principles similar to Supplier Code of Conduct (for more information, see Management of relationships with suppliers ).

During the reporting period, the company was not aware of any complaints about its operations to the OECD Contact Points for Multinational Enterprises.

Key figures related to ethical business practices

Ethical business conduct training completion records

2025

2024

Marimekko’s objective is a completion rate exceeding 90 for each training module.

Code of Conduct e-learning (including anti-corruption and anti-bribery principles)

All personnel (incl. Management Group and Board of Directors), %

Risk functions, %

94

98

85

94

E-learning module on insider information and unpublished financial information

Employees who regularly process unpublished financial information, %

100

100

Classroom training on competition law

Employees working in wholesale and other selected groups, %

100

100

E-learning module on EU General Data Protection Regulation

Employees working in the EU or processing personal data of EU residents, %

96

93

Classroom training modules including a section on ethical business conduct for Marimekko’s business areas and other functions. Members of the Management Group are obliged to participate in the classroom training module for their respective function.

12 pcs / 12.5 hours

12 pcs / 13 hours

Violations of ethical business conduct

All reports of potential misconduct that led to an investigation

Related to corruption or bribery

Related to discrimination, harassment or bullying (of which against one's own workforce)

Related to serious human rights violations (of which against one's own workforce)

9

0

4 (4)

0 (0)

6

0

2 (1)

0 (0)

All confirmed cases of misconduct

Of which related to corruption or bribery

Of which related to discrimination or harassment

6

0

1

2

0

0

Number of convictions and fines for breaches of anti-corruption and anti-bribery laws

0 / 0 euros

0 / 0 euros

Number of fines, penalties or damages paid in response to cases of discrimination and complaints (of which related to own labour)

0 euros (0)

0 euros (0)

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

67

G – Governance information

Political influence and lobbying

Marimekko systematically monitors upcoming legislation and develops its operating practices accordingly. However, Marimekko does not engage in direct political influence or lobbying and is not registered in the EU Transparency Register.

Marimekko is a member of several trade and industry organizations, the most important of which are:

The Finnish Fashion and Sports Commerce association

Fashion Finland

The Finnish Textile and Fashion Association

The Finnish Commerce Federation

Finnish Business & Society

Ellen MacArthur Foundation Trading Ltd.

Better Cotton Initiative

AISBL amfori

Leather Working Group Limited

The Climate Leadership Coalition

Marimekko may participate in open consultations or requests for opinions related to the development of legislation as part of the joint statements of these organizations. In 2025, Marimekko paid a total of EUR 143,450 (151,925) in membership fees to trade and industry organizations. Marimekko does not make donations to political campaigns and did not have any expenses related to lobbying activities in the reporting or comparison year.

During the reporting period, no persons were appointed as members of Marimekko’s administrative, management or supervisory bodies who, during the two years preceding their appointment, had held similar positions in the public administration (including regulatory authorities).

Payment practices

Marimekko has uniform payment practices for all its customer groups. Marimekko has not set a standard term of payment; this is agreed on a contract-specific basis with each supplier or customer. The standard contract term is payment on receipt of the invoice, but no later than the due date. The most common payment terms for suppliers vary from 7 to 45 days net. Marimekko has 0 pending legal proceedings (0) due to late payments.

Marimekko’s payments to suppliers and service providers follow the company’s internal invoice approval policy. According to this policy, the number of approvers required for each invoice depends on the internal process and the euro amount-based approval limits set for each approver. The purchase invoice is paid as soon as the approvals have been obtained. The company’s finance department regularly monitors that invoices have been approved for payment. These procedures aim to prevent payment delays to all customer groups. Marimekko’s supplier network is extensive and includes companies of many sizes from many countries, which means that there are also differences in payment practices. Domestic payments arrive in the supplier’s account on the same day and SEPA payments to countries within the EU on the same day or no later than the next two banking days. For other foreign and foreign currency payments, it may take longer than two banking days for the payment to arrive.

As the payment terms are agreed on an order- and agreement-specific basis and vary greatly, Marimekko does not monitor the average time it takes for the company to pay an invoice from the date from which the contract or statutory payment term is determined. Marimekko is preparing to report the average payment period, payment terms by supplier group and the percentage of payments made in the coming years.

Reporting principles for metrics

In the completion data for training related to ethical business conduct, the completion percentages include all employees in the target group, including those with longer absences, such as those on parental leave.

Cases that violate ethical business conduct, the figure on reports of possible misconduct that led to an investigation includes reports received through whistleblowing channels on the company’s intranet and external websites, as well as reports received through other reporting methods instructed by the company.

The metrics have not been validated by an external party.

Directors’ report

Report of the Board of Directors 2025

Shares and shareholders

Proposal for the distribution of profit

Key figures of the Group and formulas for the key figures

Sustainability report

ESRS 2 – General disclosures

E – Environmental information

S – Social information

G – Governance information

Financial statements

68

Financial Statements

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

69

Consolidated income statement

(EUR million) | Note | 1 Jan.–31 Dec. 2025 | 1 Jan.–31 Dec. 2024
NET SALES | 1. | 189.6 | 182.6
Other operating income | 2. | 0.1 | 0.1
Change in inventories of finished goods and work in progress |  | 0.5 | 5.8
Raw materials and consumables | 3. | -75.3 | -77.9
Employee benefit expenses | 4. | -37.5 | -35.9
Depreciation and impairments | 5. | -10.0 | -9.3
Other operating expenses | 6. | -35.4 | -34.0
OPERATING PROFIT |  | 31.8 | 31.4
Financial income | 7. | 0.5 | 1.2
Financial expenses | 8. | -1.9 | -1.6
|  | -1.4 | -0.4
RESULT BEFORE TAXES |  | 30.4 | 31.0
Income taxes | 9. | -6.1 | -6.6
NET RESULT FOR THE PERIOD |  | 24.4 | 24.4
Distribution of net result to equity holders of the parent company |  | 24.4 | 24.4
Basic and diluted earnings per share calculated on the result attributable to equity holders of the parent company, EUR | 10. | 0.60 | 0.60

Comprehensive consolidated income statement

(EUR million) | Note | 1 Jan.–31 Dec. 2025 | 1 Jan.–31 Dec. 2024
Net result for the period |  | 24.4 | 24.4
Items that could be reclassified to profit or loss at a future point in time |  |  |
Change in translation difference |  | 0.2 | -0.1
COMPREHENSIVE RESULT FOR THE PERIOD |  | 24.6 | 24.3
Distribution of net result to equity holders of the parent company |  | 24.6 | 24.3

Consolidated financial statements, IFRS

The notes are an integral part of the financial statements.

Consolidated financial statements, IFRS

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

70

Consolidated balance sheet

(EUR million) | Note | 31 Dec. 2025 | 31 Dec. 2024
ASSETS |  |  |
NON-CURRENT ASSETS |  |  |
Intangible assets | 11.1 | 3.1 | 1.6
Tangible assets | 11.2 | 32.4 | 33.3
Other financial assets | 11.3, 17. | 0.6 | 0.5
Deferred tax assets | 14. | 0.7 | 1.0
36.8 | 36.4 |  |
CURRENT ASSETS |  |  |
Inventories | 12.1 | 35.6 | 35.4
Trade and other receivables | 12.2 | 20.7 | 17.7
Current tax assets | 0.7 | 0.4 |
Cash and cash equivalents | 17. | 36.6 | 40.4
93.6 | 93.9 |  |
ASSETS, TOTAL | 130.4 | 130.3 |
(EUR million) | Note | 31 Dec. 2025 | 31 Dec. 2024
| SHAREHOLDERS' EQUITY AND LIABILITIES |  |
| EQUITY ATTRIBUTABLE TO EQUITY HOLDERS OF THE PARENT COMPANY |  |
Share capital | 13. | 8.0 | 8.0
Reserve for invested non-restricted equity | 13. | 1.2 | 1.2
Treasury shares | 13. | -0.5 | -0.5
| Translation differences | 0.1 | -0.1
| Retained earnings | 65.4 | 66.9
| Shareholders' equity, total | 74.3 | 75.5
| NON-CURRENT LIABILITIES |  |
Lease liabilities | 15.1, 20. | 21.5 | 22.3
|  | 21.5 | 22.3
| CURRENT LIABILITIES |  |
Trade and other payables | 16. | 26.4 | 24.2
Lease liabilities | 15.2, 20. | 8.2 | 8.3
|  | 34.6 | 32.5
| Liabilities, total | 56.1 | 54.8
| SHAREHOLDERS' EQUITY AND LIABILITIES, TOTAL | 130.4 | 130.3

The notes are an integral part of the financial statements.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

71

Consolidated cash flow statement

(EUR million) | 1 Jan.–31 Dec. 2025 | 1 Jan.–31 Dec. 2024
CASH FLOW FROM OPERATING ACTIVITIES |  |
Net result for the period | 24.4 | 24.4
Adjustments |  |
Depreciation and impairments | 10.0 | 9.3
Financial income and expenses | 1.4 | 0.4
Taxes | 6.1 | 6.6
Share-based payments | 0.5 | 0.5
Cash flow before change in working capital | 42.3 | 41.2
Change in working capital | -0.9 | -4.4
Increase (-) / decrease (+) in current non-interest-bearing trade receivables | -3.1 | 2.0
Increase (-) / decrease (+) in inventories | -0.3 | -6.1
Increase (+) / decrease (-) in current non-interest-bearing liabilities | 2.5 | -0.3
Cash flow from operating activities before financial items and taxes | 41.4 | 36.8
Paid interest and payments on other financial expenses | -1.3 | -1.4
Interest received and payments on other financial income | 0.5 | 0.6
Taxes paid | -6.1 | -6.9
CASH FLOW FROM OPERATING ACTIVITIES | 34.5 | 29.1
(EUR million) | 1 Jan.–31 Dec. 2025 | 1 Jan.–31 Dec. 2024
| CASH FLOW FROM INVESTING ACTIVITIES |
Investments in tangible and intangible assets | -2.9 | -2.3
CASH FLOW FROM INVESTING ACTIVITIES | -2.9 | -2.3
| CASH FLOW FROM FINANCING ACTIVITIES |
Short-term loans repaid | - | -0.6
Payments of lease liabilities | -8.7 | -8.0
Dividends paid | -26.4 | -15.0
CASH FLOW FROM FINANCING ACTIVITIES | -35.0 | -23.6
Change in cash and cash equivalents | -3.4 | 3.2
Cash and cash equivalents at the beginning of the period | 40.4 | 37.0
Effects of exchange rate fluctuations | -0.3 | 0.2
Cash and cash equivalents at the end of the period | 36.6 | 40.4

The notes are an integral part of the financial statements.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

72

Consolidated statement of changes in shareholders' equity

|  | Equity attributable to equity holders of the parent company |  |  |  |
(EUR million) | Share capital | Reserve for invested non-restricted equity | Treasury shares | Translation differences | Retained earnings | Shareholders' equity, total
Shareholders' equity, 1 Jan. 2024 | 8.0 | 1.2 | -0.5 | 0.0 | 57.0 | 65.7
Comprehensive result |  |  |  |  |  |
Net result for the period |  |  |  |  | 24.4 | 24.4
Translation differences |  |  |  | -0.1 |  | -0.1
Total comprehensive result for the period |  |  |  | -0.1 | 24.4 | 24.3
Transactions with owners |  |  |  |  |  |
Dividends paid |  |  |  |  | -15.0 | -15.0
Share-based payments |  |  |  |  | 0.5 | 0.5
Shareholders' equity, 31 Dec. 2024 | 8.0 | 1.2 | -0.5 | -0.1 | 66.9 | 75.5
Shareholders' equity, 1 Jan. 2025 | 8.0 | 1.2 | -0.5 | -0.1 | 66.9 | 75.5
Comprehensive result |  |  |  |  |  |
Net result for the period |  |  |  |  | 24.4 | 24.4
Translation differences |  |  |  | 0.2 |  | 0.2
Total comprehensive result for the period |  |  |  | 0.2 | 24.4 | 24.6
Transactions with owners |  |  |  |  |  |
Dividends paid |  |  |  |  | -26.4 | -26.4
Share-based payments |  |  |  |  | 0.5 | 0.5
Shareholders' equity, 31. Dec. 2025 | 8.0 | 1.2 | -0.5 | 0.1 | 65.4 | 74.3

The notes are an integral part of the financial statements.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

73

Notes to the consolidated financial statements

Company profile

Marimekko Corporation (business identity code 0111316-2) is a Finnish clothing and textile design company. Marimekko Corporation and its subsidiaries form a Group that designs, sources, sells and markets clothing, bags and accessories, and interior decoration products. In addition, the company produces printed fabrics in its own textile printing factory.

Marimekko Corporation’s shares are quoted on Nasdaq Helsinki Ltd. The company is domiciled in Helsinki, and its reg-istered address is Puusepänkatu 4, 00880 Helsinki, Finland. The financial year of all Group companies is the calendar year.

Copies of the consolidated financial statements are avail-able at company.marimekko.com and the head office of the Group’s parent company at Puusepänkatu 4, 00880 Helsinki, Finland.

Marimekko Corporation’s Board of Directors approved these financial statements for publication at its meeting on 3 March 2026 According to the Finnish Companies Act, share-holders have the right to accept or reject the financial state-ments at the Annual General Meeting held after the publica-tion. The AGM may also amend the financial statements.

Accounting policy applied in the consolidated financial statements

Accounting policy

The financial statements have been prepared in accordance with the International Financial Reporting Standards (IFRS), complying with the IAS and IFRS standards as well as the SIC and IFRIC interpretations in force as at 31 December 2025. In the Finnish Accounting Act and the provisions laid down pursuant to the Act, International Financial Report-ing Standards refer to the standards approved for use in the EU in accordance with the procedures laid down in IAS Regulation (EC) 1606/2002 of the European Parliament, and the interpretations of these standards. The notes to the consolidated financial statements also comply with Finnish accounting and company legislation which complements IFRS regulations.

Financial statement information is presented in millions of euros.

Marimekko has in its double materiality analysis concluded that climate change does not have a material impact on the Group's results or balance sheet.

Sources of uncertainty related to accounting estimates

When preparing consolidated financial statement in accord-ance with the International Financial Reporting Stand-ards (IFRS), the company's management must make esti-mates and assumptions about the future, which include uncertainty.

The company's management must evaluate the recording of deferred tax assets, as their realization requires taxable income in the coming years. In addition, there is uncertainty related to the assessment of the useful life of fixed assets and the execution or non-execution of lease contract extension options. There is also uncertainty related to the valuation of inventory and credit losses on trade receivables. Uncertainty in inventory is related to situations where the stock moves slowly. For credit losses on trade receivables, the uncertainty is related to the assessment of credit losses based on the his-torical data and information available at the time of the review.

The estimates and assumptions included in the consoli-dated financial statements are based on the best knowledge of the management as at the closing of the books. The actual figures may deviate from these estimates.

Estimates based on the management judgement

Estimates based on the management judgement are related to the return accrual and its calculation. In some cases, cus-tomer has a right to return the product. The estimate on the number of products potentially returned is calculated based on the historical data. In addition, management uses esti-mates on likely lease period of renewable lease agreements when determining the total lease period.

Principles of consolidation

Marimekko’s consolidated financial statements include the accounts of the parent company Marimekko Corporation and its subsidiaries.

Subsidiaries are all entities over which the Group has con-trol. The Group controls an entity where it is exposed to, or

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

74

has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power to direct the activities of the entity.

Translation of items denominated in foreign currency

The results and the financial position of the Group units are measured in the currency used in the primary business envi-ronment of the unit in question (functional currency). The consolidated financial statements are presented in euros, the functional and presentation currency of the parent company.

Transactions in foreign currencies are recognized in the functional currency at the exchange rate on the date of trans-action. The foreign-currency-denominated receivables and liabilities of the parent company and its Finnish subsidiary have been converted to euro amounts using the exchange rates quoted by the European Central Bank on the closing date. The foreign-currency-denominated receivables and liabilities of foreign subsidiaries have been converted at the exchange rate of the country in question on the closing date. Foreign exchange differences in business operations are booked in the corresponding income statement accounts above operating profit and foreign exchange differences on financial items in financial income and expenses.

The foreign-currency-denominated income statements of subsidiaries are converted to euro amounts using the average exchange rate for the financial year and the balance sheets at the exchange rate on the closing date. Differences arising from translation and translation differences in shareholders’ equity are recorded as a separate item in shareholders’ equity.

Revenue recognition and net sales

The Group sells products in Marimekko’s retail stores and online store, and through wholesale channels in Finland and abroad. Most of the Group’s income is comprised of retail and wholesale sales of products plus licensing income.

The goods are handed over to the customer one item or several items at a time in the stores or by a carrier. The cus-tomer can utilize each sold product separately and the utili-zation of a single product is not dependent on other products sold by Marimekko. Revenue is recognized when the buyer obtains control of the product – that is when the significant risks and rewards of ownership have been transferred to the buyer. In wholesale, this is mainly the moment when the goods are handed over to the customer as set forth in the agreed delivery clause. In retail where cash, credit card or gift card is used as means of payment, the income is recognized at the time of sale.

Sales revenues are recognized at the amount to which Marimekko expects to be entitled in exchange for transfer-ring the promised goods to the customer, except for amounts collected on behalf of third parties, such as indirect taxes. Discounts granted are taken into account when determining the revenue to be recognized. The fulfillment of performance obligations is verifiable from payment receipts or transporta-tion documents. In compliance with IFRS 15, customer con-tributions are allocated to distinct goods and recognized as revenue by the Group when the goods are handed over to the customer in the store or when a wholesale customer obtains control of the goods according to the terms of delivery. In some cases, customer has a right to return the product. The estimate on the number of products potentially returned is calculated based on the historical data.

The Group has a loyalty program where consumer cus-tomers can collect points. The points can be used to redeem rewards that provide discounts on products. The Group reg-ularly assesses the contractual liability related to the loyalty program and recognizes discounts received through the loy-alty program as part of sales adjustments.

Licensing income is recognized in accordance with the clauses of the agreement between Marimekko and the licen-see when the later of the following events occurs:

(a) the subsequent sale or usage occurs, and

(b) the performance obligation to which some or all of the sales-based or usage-based royalty has been allocated has been fully or partially satisfied.

The clauses in the licensing agreements provide for licensing income payable to Marimekko for sales of products covered by the agreement as percentage-based licensing income or lump sum payments based on the fulfillment of per-formance-based obligations. Some licensees paying percent-age-based licensing income are according to the agreement obligated to pay at least an annual minimum licensing income.

The Group also engages in commission trading, where Marimekko is considered as principal, as Marimekko deter-mines the selling price of the products and is responsible for the inventory and product defects, although the agent handles complaints. The Group records the revenue as gross amount to which it expects to be entitled of in exchange for specified goods or services delivered. Commission trading is carried out on a shop-in-shop basis, where the seller of the product is an agent who charges the customer for the prod-uct, provides a sales receipt and acts on his own behalf. Any defects in the products are reported to the agent.

Other operating income

Other operating income includes, for example, rental income from operating lease agreements classified as other lease agreements, insurance payouts and sales proceeds of fixed assets.

Operating profit

IAS 1 Presentation of Financial Statements does not contain a definition of operating profit. The Group has defined this concept as follows: operating profit is the net amount of net sales and other operating income less purchase expenses adjusted with change in inventories of finished goods and work in progress and expenses incurred due to production

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

75

for own use, less employee benefit expenses, depreciation, possible impairment loss and other operating expenses. Any income statement items other than the above are presented below the operating profit. Foreign exchange differences are included in the operating profit, provided they are attributa-ble to items related to business operations. Otherwise, they are recognized in financial items.

Employee benefits

Pension commitments

The pension security of the personnel of the Group’s Finnish companies has been arranged under the Finnish statutory employee pension plan (TyEL) through an external pension insurance company. Foreign subsidiaries have arranged pensions for their personnel in accordance with local legis-lation. The Group’s pension cover is arranged wholly under defined contribution schemes. Under a defined contribution arrangement, the Group pays contributions to publicly or pri-vately managed pension insurances. These contributions are either compulsory, based on an agreement or voluntary. The Group does not have any payment obligations other than these contributions. The contributions are recognized as employee benefit expenses at the time when they become due. Any contributions paid in advance are included in the assets on the balance sheet, insofar as they are recoverable as future refunds or future reductions of contributions.

Share-based payments

The Board of Directors of Marimekko Corporation decided in 2022 to continue the share-based long-term incentives for the company’s management. An estimate of the fair value of share-based payments is recorded evenly over the duration of the program to the employee benefit expenses.

The incentive system for years 2022–2026 is described in greater detail in note 4 to the consolidated financial statements.

Interest income

Interest income is recognized on a time-proportion basis using the effective interest method.

Dividend income

Dividend income is recognized as income when the right to dividends is established.

Income taxes

Taxes on the Group companies’ financial results for the period, taxes from previous periods and the change in deferred taxes are recorded as the Group’s taxes. Taxes on the taxable income for the period are calculated on taxable income in accordance with the tax rate in force in the coun-try in question. Deferred taxes are calculated on all tempo-rary differences between the book value and the taxable value. However, a deferred tax liability is not accounted for if it arises from the initial recognition of an asset or liability in a transaction, other than a business combination, that at the time of the transaction affects neither accounting nor taxa-ble income. Deferred tax is not recognized for distributable earnings of subsidiaries where it is probable that the dif-ference will not reverse in the foreseeable future. Deferred taxes are calculated using the tax rates set by the closing date. Deferred tax assets are recognized to the extent that it is probable that future taxable profit, against which the tem-porary difference can be utilized, will be available.

Earnings per share

The basic earnings per share are calculated by dividing the result for the period attributable to equity holders of the par-ent company by the weighted average of shares outstand-ing. The weighted average number of shares used to calcu-late the diluted earnings per share takes into account the diluting effect of the conversion of potential common shares into actual shares during the period. There are no potential shares outstanding at the moment.

Intangible assets

Intangible assets with finite useful lives are recognized in the balance sheet at original cost less depreciation. Deprecia-tion of intangible assets is carried out on a straight-line basis over their estimated useful life.

The estimated useful lives are as follows:

intangible rights 5 years

computer software 3–5 years.

The major intangible assets are computer software. In addi-tion, intangible rights include trademarks.

The accounting for cloud computing arrangements depends on whether the cloud-based software classifies as a soft-ware intangible asset or a service contract. Those arrange-ments where the company does not have control over the underlying software are accounted for as service contracts providing the company with the right to access the cloud provider’s application software over the contract period. The ongoing fees to obtain access to the application soft-ware, together with related configuration or customization costs incurred, are recognized as other operating expenses when the services are received.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

76

Tangible assets

Tangible assets consist of leased fixed assets and owned fixed assets which mainly comprise buildings, machinery and equipment. Tangible assets also include expenditures on conversions and renovations of leased premises com-prising, for example, completion work on business interiors in rented premises. Tangible assets are recorded in the bal-ance sheet at original cost less depreciation. Depreciation of tangible assets is carried out on a straight-line basis over their estimated useful life.

The estimated useful lives are as follows:

buildings and structures 3–30 years

machinery and equipment 3–15 years.

The residual value and useful life of tangible assets are reviewed at the end of each financial year and if necessary, adjusted to reflect changes in the expectation of economic benefit.

If a tangible asset consists of several parts with differ-ent useful lives, each part is treated as a separate asset. Significant cost of replacing a part is capitalized when the company will derive economic benefit from the asset. Other expenses such as regular maintenance, repair and servicing costs are entered as expenses in the income statement when they are incurred.

Provisions

A provision is recognized when the Group has a present legal or constructive obligation as a result of a past event, and it is probable that an outflow of resources will be required to settle the obligation and a reliable estimate of the amount of the obligation can be made.

A restructuring provision is recognized when the Group has compiled a detailed restructuring plan, launched its implemen-tation or informed the parties concerned.

Impairment

On each closing date, asset items are assessed for indica-tions of impairment. If there are such indications, the recov-erable amount of said asset item is estimated. The impair-ment recognized is the amount by which the book value of the asset item exceeds its recoverable amount, which is the higher of its net selling price or value in use. Value in use is based on discounted future net cash flows as a rule.

Lease agreements

In accordance with IFRS 16, the Group assesses at the inception of a contract whether the contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. The Group has elected to separate non-lease components from lease components at the inception of a contract.

The Group recognizes a right-of-use asset and a lease liability at the lease commencement date. The right-of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for any lease payments made before the commencement date, incentives received, initial direct costs incurred and an estimate of costs to restore the underlying asset. The right-of-use asset is depreciated over the lease term.

The lease liability is initially measured at the present value of the lease payments that are not paid at the commence-ment date, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the Group’s incremental borrowing rate. The lease liability is measured

at amortized cost using the effective interest method. Lease payments included in the measurement of the lease liability comprise the following: fixed payments and variable lease payments that depend on an index or a rate. An option to extend the lease term is included in the lease term if it is rea-sonably certain that the option will be exercised.

The lease term for renewable leases is determined based on non-cancelable lease term of the contract and manage-ment judgement based on estimate of the likely rental period.

The Group has elected not to recognize right-of-use assets and lease liabilities for short-term leases (max. 12 months) and leases of low-value assets. The Group recognizes the lease payments associated with these leases as an expense on a straight-line basis over the lease term.

Marimekko is a lessee. Lease contracts include headquar-ter and printing facilities in Helsinki, retail stores in Finland and other countries where Marimekko operates as well as company housing and leasing cars. In general, lease contracts vary from 1 year to 15 years.

Inventories

Inventories are presented at the acquisition cost or at the lower probable net realization value. The acquisition cost of manufactured inventories includes not only purchase expenditure on materials, direct labor and other direct costs, but also a share of the fixed and variable general costs of production. Net realizable value is the estimated selling price in the ordinary course of business, less the estimated direct costs for completion and selling expenses.

Financial assets

Financial assets are classified based on the Group’s finan-cial asset management business model and their contrac-tual cash flow characteristics into the following categories:

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

77

measured at amortized cost and measured at fair value through profit or loss.

Financial assets measured at amortized cost consist of other financial assets, trade receivables, other receivables, prepaid expenses and accrued income, as well as cash and cash equivalents. They are initially recognized at fair value and subsequently at amortized cost using the effective interest method.

For the estimation of expected credit losses on trade receivables, the so-called simplified approach permitted by IFRS 9 is used, according to which credit losses are recorded at an amount equal to lifetime expected credit losses. Expected credit losses are estimated based on historical credit losses, and the model also takes into account the infor-mation available on future financial conditions at the time of review. Expected credit losses are recognized in other operat-ing expenses in the income statement.

A final impairment of trade receivables is recognized when there is objective evidence that the Group will not receive all of the benefits on the original terms. Indications of the impair-ment of trade receivables include significant financial difficul-ties of the debtor, the likelihood of bankruptcy, failure to make payments, or a delay of over 90 days in paying. Impairment loss is recognized under other operating expenses in the income statement.

Financial assets measured at fair value through profit or loss comprise shares and they are included in noncurrent assets, unless it is intended that they will be held for less than 12 months from the closing date, in which case they are included in current assets. The fair value of financial assets and liabilities classified as level 1 is based on unadjusted quoted prices in active markets at the closing date. Level 1 includes listed shares.

Cash and cash equivalents

The Group’s cash and cash equivalents include cash on hand and at banks. The Group does not have any other items clas-sified as cash and cash equivalents.

Dividends, shareholders’ equity and treasury shares

The Board of Directors’ proposal for dividend distribution has not been recognized in the financial statements; dividends are only recognized on the basis of the AGM’s approval.

Outstanding common shares are presented as share capital. Costs related to the granting or acquisition of the company’s own equity instruments are presented as equity allowance. If the company purchases its own shares, the price including direct costs is recognized as decrease in equity.

Financial liabilities

Financial liabilities are initially recognized at fair value excluding transaction costs and subsequently at amortized cost using the effective interest method. Financial liabilities are non-current, unless they are repayable on demand within the next 12 months.

New standards and interpretations and change in accounting principles

These consolidated financial statements have been pre-pared using the same accounting principles as were applied in 2024. The new and amended IFRS accounting standards that came into effect during 2025 have no material effect on the financial statements.

Adoption of new and amended standards in future financial years

According to the company's preliminary assessment, the following new and amended IFRS accounting standards

applied in future financial periods may have an impact on the consolidated financial statements: IFRS 18 Presentation and Disclosure in Financial Statements (effective for financial years beginning on or after 1 January 2027, early application is permitted).

IFRS 18 will replace IAS 1 Presentation of Financial Statements. The key new requirements are as follows:

Income and expenses in the income statement are to be classified into three new defined categories—operating, investing and financing—and two new subtotals are to be presented: “Operating profit or loss” and “Profit or loss before financing and income tax”.

Disclosures about management-defined performance measures (MPMs) in the financial statements are to be presented. MPMs are subtotals of income and expenses used in public communications to communicate manage-ment’s view of the company’s financial performance.

Information is to be disclosed based on enhanced gen-eral requirements on aggregation and disaggregation. In addition, specific requirements to disaggregate certain expenses, in the notes, will be required for companies that present operating expenses by function in the income statement.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

78

1. SEGMENT INFORMATION AND DISTRIBUTION OF SALES

The Group’s business segment is the Marimekko business. The segment information presented by the Group is based on internal reporting to the chief operational decision-maker. The President and CEO of the company acts as the chief operational decision-maker.

The total amount of assets in Finland was EUR 105.3 million (110.4), of which the amount of non-current assets excluding financial instruments and deferred tax assets was EUR 29.7 million (27.4). The amount of assets in other countries was EUR 25.0 million (20.0), of which non-current assets accounted for EUR 6.4 million (8.0).

Marimekko has no individual customers representing 10 percent or more of the Group’s total income.

Net sales by market area

(EUR million) | 2025 | 2024
Finland |  |
Retail sales | 70.9 | 70.6
Wholesale sales | 30.5 | 30.1
Licencing income | 1.0 | 0.3
Total | 102.4 | 101.0
Scandinavia |  |
Retail sales | 7.3 | 5.6
Wholesale sales | 13.1 | 12.7
Licencing income | 0.1 | 0.2
Total | 20.5 | 18.5
Europe 1 |  |
Retail sales | 4.3 | 3.6
Wholesale sales | 10.5 | 8.8
Licencing income | 0.5 | 0.6
Total | 15.3 | 13.1
North America |  |
Retail sales | 6.4 | 5.6
Wholesale sales | 4.6 | 4.7
Licencing income | 0.5 | 0.5
Total | 11.5 | 10.8
(EUR million) | 2025 | 2024
| Asia-Pacific |
Retail sales | 8.8 | 8.1
Wholesale sales | 31.0 | 29.2
Licencing income | 0.3 | 2.0
Total | 40.0 | 39.2
| International sales (total) |
Retail sales | 26.8 | 22.9
Wholesale sales | 59.1 | 55.4
Licencing income | 1.3 | 3.2
Total | 87.2 | 81.6
Retail sales | 97.7 | 93.6
Wholesale sales | 89.6 | 85.5
Licencing income | 2.3 | 3.5
Total | 189.6 | 182.6

Net sales by product line

(EUR million) | 2025 | 2024
Fashion | 67.2 | 60.2
Home | 83.3 | 82.3
Bags and accessories | 39.1 | 40.1
Total | 189.6 | 182.6

Investments(excluding the impact of IFRS 16)

(EUR million) | 2025 | 2024
Finland | 2.4 | 2.1
Other countries | 0.4 | 0.2
Total | 2.9 | 2.3

1 Europe (previously EMEA) includes European countries excluding Finland and Scandinavia. The name change of the market area does not affect the figures reported from the market area during the review or comparison period.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

79

2. OTHER OPERATING INCOME

(EUR million) | 2025 | 2024
Rental income | 0.1 | 0.1
Other income | 0.1 | 0.1
Total | 0.1 | 0.1

3. RAW MATERIALS AND CONSUMABLES

(EUR million) | 2025 | 2024
Materials and supplies |  |
Purchases during the financial year | 49.2 | 51.4
Increase (-) / decrease (+) in inventories | 0.1 | -0.5
Total | 49.3 | 51.0
External services | 26.0 | 27.0
Total | 75.3 | 77.9
Exchange rate differences included in raw materials and consumables |  |
Exchange rate gains (-) / losses (+) on purchases | -0.2 | 0.2

4. EMPLOYEE BENEFIT EXPENSES

(EUR million) | 2025 | 2024
Salaries, wages and bonuses | 29.5 | 28.3
Share-based payments | 0.5 | 0.5
Pension expenses – defined contribution plans | 4.3 | 4.0
Other indirect social expenditure | 3.3 | 3.1
Total | 37.5 | 35.9

Average number of employees

| 2025 | 2024
Salaried employees | 468 | 450
Production personnel | 18 | 16
Total | 486 | 466

Share-based payments

The Board of Directors of Marimekko Corporation decided at 15th of February 2022 to continue the share-based long-term incentives for the company’s management. The share-based incenti-ve system for years 2022–2026 is targeted to the Management Group of Marimekko and at the end of financial period, it encompasses 11 people including the President and CEO.

The Performance share plan 2022–2026 is composed of two earnings periods: 1 January 2022–30 June 2025 and 1 January 2023–30 June 2026. The potential reward from each earnings period is based on total shareholder return (TSR) i.e. the total yield on Marimekko Corporation’s shares, including dividends, at the end of the period. The achievement of the required TSR levels will determine the proportion out of the maximum reward that will be paid to a participant. The potential rewards are primarily planned to be paid half in company shares and half in cash after each earnings period. The cash part of the reward is intended to cover the taxes and tax-like payments incurred by the participant. The arrangement is treated entirely as equity paid. Earning the reward requires that the person is still working for the company at the time of the payment. The reward amounts earned through the system will be capped if the maximum limit set by the Board for the payable reward is reached. The shares received as part of the reward are subject to a two-year transfer restriction. An estimate of the fair value of possible rewards is recorded evenly over the entire duration of the program as employee benefits expenses.

For the first earnings period ending on 30 June 2025, the Board of Directors decided, in accordance with the terms of the plan, to pay the earned rewards fully in cash. Rewards were paid to all ten people comprised in the first earnings period, including the President and CEO.

The Board of Directors has decided that if the targets set for the second earnings period of 1 January 2023–30 June 2026 are met in full, the rewards to be paid on the basis of the period correspond to the value of an approximate maximum total of 290,148 Marimekko shares including also the cash portion of the reward. The potential rewards from the second earnings period are estimated to be paid at the latest by the end of September 2026.

For the financial year 2025, a total of EUR 0.5 million (0.5) has been recorded from the incentive system for years 2022–2026 in the employee benefits expenses in the Marimekko Group's 2025 consolidated income statement.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

80

5. DEPRECIATION AND IMPAIRMENTS

(EUR million) | 2025 | 2024
Intangible assets |  |
Intangible rights | 0.1 | 0.1
Computer software | 0.3 | 0.1
Total | 0.3 | 0.1
Tangible assets |  |
Buildings and structures | 0.4 | 0.3
Machinery and equipment | 0.6 | 0.6
Right-of-use assets, buildings and structures | 8.6 | 8.2
Right-of-use assets, machinery and equipment | 0.1 | 0.1
Total | 9.7 | 9.2
Total | 10.0 | 9.3

6. OTHER OPERATING EXPENSES

(EUR million) | 2025 | 2024
Leases | 2.4 | 2.5
Marketing | 10.5 | 10.6
Management and maintenance of business premises | 1.8 | 1.6
IT-expenses | 7.2 | 6.2
Administration | 4.2 | 4.5
Other expenses | 9.2 | 8.6
Total | 35.4 | 34.0
Exchange rate differences included in other operating expenses |  |
Exchange rate gains (-) / losses (+) on sales | 0.5 | 0.0

Rents

(EUR million) | 2025 | 2024
Low-value rents | 0.5 | 0.5
Variable rents | 1.9 | 2.0
Total | 2.4 | 2.5

Auditor's fee

(EUR million) | 2025 | 2024
KPMG |  |
Audit | 0.1 | 0.1
Assignments referred to in Section 1, Subsection 1, Paragraph 2 of the Auditing Act | 0.1 | 0.0
Tax advice | 0.0 | 0.0
Other services | 0.0 | 0.0
Total | 0.2 | 0.2
Others |  |
Audit | 0.0 | 0.0
Total | 0.0 | 0.0

Remuneration to KPMG Oy Ab on other services to Marimekko Group companies: EUR 0.0 million (0.0).

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

81

7. FINANCIAL INCOME

(EUR million) | 2025 | 2024
Interest income on loans and other receivables | 0.4 | 0.6
Exchange rate gains, realized | 0.1 | 0.1
Exchange rate gains, unrealized | 0.1 | 0.6
Change in fair value of shares | 0.0 | -
Total | 0.5 | 1.2

8. FINANCIAL EXPENSES

(EUR million) | 2025 | 2024
Interest expenses on financial liabilities measured at amortized cost | 0.1 | 0.1
Interest expenses on lease liabities | 1.0 | 1.0
Exchange rate losses, realized | 0.1 | 0.1
Exchange rate losses, unrealized | 0.7 | 0.2
Change in fair value of shares | - | 0.1
Other financial expenses | 0.0 | 0.1
Total | 1.9 | 1.6

9. INCOME TAXES

(EUR million) | 2025 | 2024
Taxes on taxable earnings for the financial year | 5.8 | 6.3
Taxes from previous financial years | 0.0 | 0.2
Deferred taxes | 0.3 | 0.1
Total | 6.1 | 6.6
Reconciliation statement of taxes calculated on the basis of tax expenses in the income statement and the Group's Finnish tax rate (20 percent both in 2025 and 2024) |  |
Result before taxes | 30.4 | 31.0
Taxes calculated at the Finnish tax rate | 6.1 | 6.2
Different tax rates of foreign subsidiaries | 0.0 | 0.0
Non-recognized deferred tax assets on taxable losses | 0.0 | 0.1
Taxes from previous financial years | 0.0 | 0.2
Non-deductible items | 0.0 | 0.0
Others | 0.0 | 0.1
Taxes in the income statement | 6.1 | 6.6

10. EARNINGS PER SHARE

| 2025 | 2024
Net result for the period, EUR million | 24.4 | 24.4
Weighted average number of shares, 1,000,000 | 40.6 | 40.6
Basic and diluted earnings per share, EUR | 0.60 | 0.60

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

82

11. NON-CURRENT ASSETS

11.1 Intangible assets

2025

(EUR million) | Intangible rights | Computer software | Advance payments and acquisitions in progress | Total
Acquisition cost, 1 Jan. 2025 | 2.7 | 8.1 | 0.5 | 11.3
Translation differences | 0.0 | 0.1 |  | 0.1
Increases | 0.0 | 0.1 | 1.7 | 1.8
Decreases | -1.7 | -3.9 |  | -5.6
Transfers between categories |  | 1.1 | -1.1 | -
Acquisition cost, 31 Dec. 2025 | 1.0 | 5.5 | 1.1 | 7.6
Accumulated depreciation, 1 Jan. 2025 | 2.5 | 7.1 |  | 9.6
Translation differences | 0.0 | 0.1 |  | 0.1
Accumulated depreciation of decreases | -1.7 | -3.9 |  | -5.6
Depreciation during the financial year | 0.1 | 0.3 |  | 0.3
Accumulated depreciation, 31 Dec. 2025 | 0.9 | 3.6 |  | 4.5
Book value, 31 Dec. 2025 | 0.1 | 1.9 | 1.1 | 3.1

2024

(EUR million) | Intangible rights | Computer software | Advance payments and acquisitions in progress | Total
Acquisition cost, 1 Jan. 2024 | 2.6 | 7.1 | 0.2 | 10.0
Translation differences | 0.0 | 0.0 |  | 0.0
Increases | 0.0 | 0.0 | 1.2 | 1.3
Transfers between categories |  | 1.0 | -1.0 | -
Acquisition cost, 31 Dec. 2024 | 2.7 | 8.1 | 0.5 | 11.3
Accumulated depreciation, 1 Jan. 2024 | 2.5 | 7.0 |  | 9.5
Translation differences | 0.0 | 0.0 |  | 0.0
Depreciation during the financial year | 0.1 | 0.1 |  | 0.1
Accumulated depreciation, 31 Dec. 2024 | 2.5 | 7.1 |  | 9.6
Book value, 31 Dec. 2024 | 0.2 | 1.0 | 0.5 | 1.6

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

83

11.2 Tangible assets

2025

(EUR million) | Land | Buildings and structures | Machinery and equipment | Right-of-use assets, buildings ans structures | Right-of-use assets, Machinery and equipment | Advance payments and acquisitions in progress | Total
Acquisition cost, 1 Jan. 2025 | 0.1 | 6.2 | 21.4 | 85.1 | 0.7 | 0.1 | 113.6
Translation differences |  | -0.1 | -0.5 | -1.4 |  |  | -2.0
Increases |  | 0.1 | 0.5 | 8.0 | 0.1 | 0.6 | 9.2
Decreases | 0.0 | -2.5 | -1.5 | -1.8 |  |  | -5.9
Transfers between categories |  | 0.1 | 0.6 |  |  | -0.6 | -
Acquisition cost, 31 Dec. 2025 | 0.1 | 3.7 | 20.4 | 89.8 | 0.9 | 0.0 | 114.9
Accumulated depreciation, 1 Jan. 2025 |  | 3.8 | 19.0 | 56.9 | 0.6 |  | 80.3
Translation differences |  | -0.1 | -0.5 | -1.1 |  |  | -1.7
Accumulated depreciation of decreases |  | -2.5 | -1.5 | -1.8 |  |  | -5.8
Depreciation during the financial year |  | 0.4 | 0.6 | 8.6 | 0.1 |  | 9.7
Accumulated depreciation, 31 Dec. 2025 |  | 1.6 | 17.6 | 62.6 | 0.7 |  | 82.5
Book value, 31 Dec. 2025 | 0.1 | 2.2 | 2.8 | 27.2 | 0.2 | 0.0 | 32.4

2024

(EUR million) | Land | Buildings and structures | Machinery and equipment | Right-of-use assets, buildings ans structures | Right-of-use assets, Machinery and equipment | Advance payments and acquisitions in progress | Total
Acquisition cost, 1 Jan. 2024 | 0.1 | 6.0 | 20.4 | 78.8 | 0.7 | 0.1 | 106.0
Translation differences |  | 0.0 | 0.2 | 0.1 |  |  | 0.4
Increases |  | 0.1 | 0.3 | 6.9 | 0.0 | 0.6 | 7.9
Decreases |  |  |  | -0.7 |  |  | -0.7
Transfers between categories |  | 0.1 | 0.5 |  |  | -0.6 | -
Acquisition cost, 31 Dec. 2024 | 0.1 | 6.2 | 21.4 | 85.1 | 0.7 | 0.1 | 113.6
Accumulated depreciation, 1 Jan. 2024 |  | 3.5 | 18.2 | 48.8 | 0.5 |  | 70.9
Translation differences |  | 0.0 | 0.2 | 0.2 |  |  | 0.4
Accumulated depreciation of decreases |  |  |  | -0.2 |  |  | -0.2
Depreciation during the financial year |  | 0.3 | 0.6 | 8.2 | 0.1 |  | 9.2
Accumulated depreciation, 31 Dec. 2024 |  | 3.8 | 19.0 | 56.9 | 0.6 |  | 80.3
Book value, 31 Dec. 2024 | 0.1 | 2.4 | 2.5 | 28.2 | 0.1 | 0.1 | 33.3

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

84

11.3 Other financial assets

(EUR million) | 2025 | 2024
Other financial assets | 0.6 | 0.5

Other financial assets comprise listed shares and bonds.

12. CURRENT ASSETS

12.1 Inventories

(EUR million) | 2025 | 2024
Raw materials and consumables | 5.6 | 5.8
Finished products/goods | 30.0 | 29.7
Total | 35.6 | 35.4
Impairment of inventories | -0.5 | -0.5

12.2 Trade and other receivables

(EUR million) | 2025 | 2024
Trade receivables | 16.0 | 13.6
Other receivables | 1.8 | 1.2
Prepaid expenses and accrued income | 2.9 | 2.9
Total | 20.7 | 17.7
Prepaid expenses and accrued income |  |
Royalty receivables | 0.4 | 0.2
Receivables from payment service providers | 1.0 | 0.7
Commission receivables | 0.1 | 0.1
Other prepaid expenses and accrued income | 1.5 | 1.8
Total | 2.9 | 2.9

Analysis of trade receivables by age

(EUR million) | 2025 | 2024
Trade receivables not past due | 11.1 | 9.6
Past due |  |
less than 30 days | 3.4 | 2.8
30–60 days | 0.3 | 0.7
more than 60 days | 1.1 | 0.5
Total | 16.0 | 13.6

The amount of credit loss provisions recognized on trade receivables, EUR 0.1 million (0.1), reduces receivables in the balance sheet. The expected credit loss risk is not material due to the Group's effective credit management policy, where the credit history of wholesale customers is monitored regularly and prepayments, guarantees and letters of credit are used when needed.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

85

13. SHARES AND OTHER EQUITY

| Number of shares outstanding | Share capital, EUR million | Reserve for invested non-restricted equity, EUR million | Number of treasury shares | Treasury shares, EUR million
1 Jan. 2024 | 40,571,380 | 8.0 | 1.2 | 77,790 | -0.5
31 Dec. 2024 | 40,571,380 | 8.0 | 1.2 | 77,790 | -0.5
1 Jan. 2025 | 40,571,380 | 8.0 | 1.2 | 77,790 | -0.5
31 Dec. 2025 | 40,571,380 | 8.0 | 1.2 | 77,790 | -0.5

Marimekko Corporation's Articles of Association do not specify maximum share capital. Marimekko Corporation has one series of shares; the shares do not have a nominal value. All shares in issue have been paid in full. As at 31 December 2025, Marimekko Corporation held 77,790 treasury shares. The Group does not have any share option schemes.

The Board of Directors of Marimekko proposed on 12 February 2026 to the AGM on 16 April 2026 that a dividend of EUR 0.42 per share is paid for 2025.

The reserve for invested non-restricted equity contains other equity-like investments and the share subscription price to the extent that this is not entered in share capital under a specific decision.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

86

14. DEFERRED TAX ASSETS AND LIABILITIES

Deferred tax assets and liabilities are offset against each other where the Group has a legally enforceable right to offset deferred tax assets and liabilities based on taxable earnings for the period against each other and where they relate to income taxes levied by the same taxation authority on the same taxpayer or different taxpayers and the intention is to settle on a net basis. The amounts offset against each other are as follows:

Changes in deferred taxes in 2025

(EUR million) | 1 Jan. 2025 | Recognized in the income statement | 31 Dec. 2025
Deferred tax assets |  |  |
Internal margin of inventories | 0.5 | -0.1 | 0.4
Lease agreements | 6.6 | -0.3 | 6.3
Intangible assets | 0.5 | -0.1 | 0.4
Total | 7.6 | -0.6 | 7.1
Deferred tax liabilities |  |  |
Accumulated depreciation difference | -0.3 | 0.0 | -0.3
Lease agreements | -6.2 | 0.3 | -5.8
Fixed costs included in inventories | -0.2 | 0.0 | -0.3
Total | -6.7 | 0.3 | -6.4
Deferred tax asset, net | 1.0 |  | 0.7

Changes in deferred taxes in 2024

(EUR million) | 1 Jan. 2024 | Recognized in the income statement | 31 Dec. 2024
Deferred tax assets |  |  |
Internal margin of inventories | 0.4 | 0.1 | 0.5
Lease agreements | 6.5 | 0.2 | 6.6
Intangible assets | 0.7 | -0.2 | 0.5
Total | 7.6 | 0.0 | 7.6
Deferred tax liabilities |  |  |
Accumulated depreciation difference | -0.3 | 0.0 | -0.3
Lease agreements | -6.1 | -0.1 | -6.2
Fixed costs included in inventories | -0.2 | 0.0 | -0.2
Total | -6.5 | -0.2 | -6.7
Deferred tax asset, net | 1.1 |  | 1.0

Deferred tax assets are recognized for tax losses carried forward to the extent that the realization of the related tax benefit through future taxable profits is probable. Deferred tax assets amounting to EUR 0.0 million (0.1) have not been recognized.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

87

15. INTEREST-BEARING LIABILITIES

15.1 Non-current liabilities

(EUR million) | 2025 | 2024
Lease liabilities | 21.5 | 22.3
Total | 21.5 | 22.3

15.2 Current liabilities

(EUR million) | 2025 | 2024
Lease liabilities | 8.2 | 8.3
Total | 8.2 | 8.3

16. OTHER CURRENT LIABILITIES

(EUR million) | 2025 | 2024
Trade payables and other current liabilities |  |
Trade payables | 11.3 | 9.3
Other payables | 5.5 | 5.8
Accrued liabilities and deferred income | 7.9 | 7.3
Advances received | 1.8 | 1.8
Total | 26.4 | 24.2
Accrued liabilities and deferred income |  |
Employee benefits | 5.5 | 5.5
Unpaid designer and agent provisions | 0.8 | 0.8
Return accruals | 0.9 | 0.7
Other accrued liabilities and deferred income | 0.7 | 0.3
Total | 7.9 | 7.3

17. FINANCIAL ASSETS AND LIABILITIES

Financial assets measured at fair value through profit or loss

(EUR million) | 2025 | 2024
Other financial assets | 0.2 | 0.2

Financial assets measured at fair value through profit or loss comprise listed shares and bonds.

Financial assets measured at amortized cost

(EUR million) | 2025 | 2024
Other financial assets | 0.3 | 0.3
Trade receivables | 16.0 | 13.6
Other receivables, prepaid expenses and accrued income | 4.7 | 4.0
Cash and cash equivalents | 36.6 | 40.4

Financial liabilities measured at amortized cost

(EUR million) | 2025 | 2024
Trade payables | 11.3 | 9.3
Other liabilities | 15.2 | 14.9

The fair value of financial assets and financial liabilities measured at amortized cost equals their book value.

18. GUARANTEES, CONTINGENT LIABILITIES AND OTHER COMMITMENTS

(EUR million) | 2025 | 2024
Other own liabilities and commitments |  |
Lease liabilities for machinery and equipment | 1.1 | 1.1

Lease liabilities relate to low-value and short-term leases not recorded in the balance sheet.

(EUR million) | 2025 | 2024
Guarantees | 5.2 | 4.3

Guarantees are related to letter of credits, rental and customs guarantees.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

88

19. RELATED PARTY TRANSACTIONS

The Group's related parties include the members of the Board of Directors and the Management Group, as well as their close family members and controlling entities, the Group's parent company and its subsidiaries.

The relationships of the Group's parent company and subsidiaries are as follows:

Parent company

Marimekko Corporation, Helsinki, Finland 1

Subsidiaries

Company and domicile | Group's holding, % | Share of voting rights, %
Marimekko Services Oy, Helsinki, Finland | 100 | 100
Marimekko AB, Stockholm, Sweden 2 | 100 | 100
Marimekko Australia PTY Ltd, Victoria, Australia | 100 | 100
Marimekko GmbH, Frankfurt am Main, Germany | 100 | 100
Marimekko North America LLC, Delaware, United States | 100 | 100
Marimekko North America Retail LLC, Delaware, United States | 100 | 100
Marimekko North America Holding Co, Delaware, United States | 100 | 100
Marimekko Trading (Shanghai) Co., Ltd, Shanghai, China 3 | 100 | 100
Marimekko UK Ltd, London, United Kingdom | 100 | 100
Marimekko Denmark ApS, Herlev, Denmark | 100 | 100
Marimekko Japan Godo Kaisha, Tokyo, Japan | 100 | 100
Marimekko Singapore Pte. Ltd., Singapore, Republic of Singapore | 100 | 100
Marimekko Korea Limited, Yongin, South Korea | 100 | 100

The following transactions were carried out with related parties:

Management's employee benefits

Paid remuneration of the President and CEO and other members of the Management Group

(EUR million) | 2025 | 2024
Mika Ihamuotila, Chair of the Board 4 | 0.1 | 0.1
Tiina Alahuhta-Kasko, President and CEO | 0.6 | 0.5
Other members of the Management Group | 2.5 | 2.4
Total | 3.1 | 3.0

Share-based incentive system

(EUR million) | 2025 | 2024
Tiina Alahuhta-Kasko, President and CEO | 0.1 | 0.1
Other members of the Management Group | 0.4 | 0.4
Total | 0.5 | 0.5

The note on share-based incentive system is presented as accrual basis.

Pensions

(EUR million) | 2025 | 2024
Mika Ihamuotila, Chair of the Board 4 | 0.0 | 0.0
Tiina Alahuhta-Kasko, President and CEO | 0.1 | 0.1
Other members of the Management Group | 0.3 | 0.3
Total | 0.4 | 0.4

Remuneration to the Board of Directors

(EUR million) | 2025 | 2024
Carol Chen | 0.0 | 0.0
Mika Ihamuotila | 0.1 | 0.1
Tomoki Takebayashi | 0.0 | 0.0
Marianne Vikkula | 0.0 | 0.0
Teemu Kangas-Kärki | 0.1 | 0.1
Massimiliano Brunazzo | 0.0 | 0.0
Total | 0.2 | 0.2
Management's employee benefits, total | 4.2 | 4.1

Pension benefits include only statutory pension payments. The management does not have additional pension benefits.

The President and CEO is due other remuneration of EUR 120,426.00 from 2025 in recognition of her key contribution to the achievement of the company’s strategic objectives and the promotion of long term value creation. The remuneration will be paid in 2026.

Related parties are among beneficiaries of a share-based incentive system. The mana-gement's long-term incentive system is presented in greater detail in note 4 to the financial statements.

1 Marimekko Corporation has a branch in France.

2 Marimekko AB has a branch in Norway.

3 Marimekko Trading (Shanghai) Co., Ltd has a branch in China.

4 Fee paid to Mika Ihamuotila for half-time duty pursuant to a separate service agreement.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

89

20. FINANCIAL RISK MANAGEMENT

During the normal course of its business operations, the Marimekko Group is exposed to financial risks. The principal financial risks are liquidity risk, credit risk, foreign currency risk and interest rate risk.

The company's Board of Directors has confirmed the principles, responsibilities and orga-nization of risk management for the Group. The Board of Directors also monitors the success of risk management. According to its risk management principles, Marimekko classifies its risks as strategic, operational, economic and accident risks. Economic risks include financial risks. Responsibility for the implementation of risk management measures concerning financial risks lies with the Group's CFO. The main objective of financial risk management is to ensure reasonab-ly-priced financing in all circumstances, and thereby minimize the unfavorable effects, if any, on the Group's financial performance.

Liquidity risk

The Group continuously seeks to assess and monitor the amount of funding required for business operations to ensure that sufficient liquid funds are available for daily business and repayment of maturing debts. The assessment is based on monthly cash flow and liquidity forecasts. The Group aims to maintain a high liquidity level at all times in order to eliminate liquidity risk. In order to minimize liquidity risk, the Group's near-term and next few years' financing needs can be covered by liquid funds as well as committed long-term or short-term credit facilities or credit facilities valid until further notice. At the end of the financial year, the Group credit facilities and revolving credit facilities totaled EUR 22.4 million (32.6). The amount of credit facilities drawn down at the end of the year was EUR 0.0 million (0.0). Revolving facilities remained unused during 2025.

Maturity analysis for the Group’s financial liabilities; the figures are not discounted, and they include both interest payments and capital repayments:

31 Dec. 2025

(EUR million) | Less than 1 year | 1–2 years | 3–5 years | Over 5 years
Lease liabilities | 9.0 | 11.1 | 5.9 | 5.9
Trade and other payables | 26.4 | - | - | -
Total | 35.4 | 11.1 | 5.9 | 5.9

31 Dec. 2024

(EUR million) | Less than 1 year | 1–2 years | 3–5 years | Over 5 years
Lease liabilities | 9.3 | 12.8 | 6.9 | 4.1
Trade and other payables | 24.2 | - | - | -
Total | 33.4 | 12.8 | 6.9 | 4.1

Credit risk

The trade receivables generated in the Group’s wholesale operations are associated with a credit risk, which is reduced by the Group’s broad and geographically diverse clientele. Marimekko continuously monitors the credit limits, credit history and financial situation of its customers. The Group has a centralized process in place for this purpose. Responsibility for the credit monitoring process lies with the Group’s CFO. The credit risk related to the wholesale business is also reduced by means of credit insurance, advance payments, bank guarantees and letters of credit.

Retail customers pay for their purchases using cash or the most common debit/credit cards.

Note 12.2 (Trade and other receivables) to the consolidated financial statements includes an analysis of trade receivables by age.

Foreign currency risk

The Group’s currency risk consists of sales and purchases made in foreign currency as well as balance sheet items and foreign-currency-denominated net investments in units abroad.

Transaction risk

The Group's transaction risk derives from currency flows connected with wholesale and retail sales as well as purchases and operating expenses of the Group's business units, and from loans and receivables denominated in foreign currency. The Group’s principal sales currency is the Euro. The other significant sales and invoicing currencies are the US dollar, Swedish krona, Danish krone, Norwegian krone, Australian dollar and Canadian dollar. The principal currencies used for purchases are the Euro and, to a lesser extent, the US dollar. In 2025, foreign-curren-cy-denominated sales accounted for approximately 22 percent (22) of the Group's total sales and foreign-currency-denominated purchases made up about 17 percent (19) of the Group's purchases.

Marimekko protects itself against the transaction risk of sales by taking account of the estimated exchange rate changes at the time of sale when carrying out wholesale and retail pricing of products. Foreign subsidiaries are financed primarily in local currency, so they do not incur significant transaction risk.

The Group's transaction exposure

Foreign-currency-denominated assets and liabilities (cash and cash equivalents, trade recei-vables and trade payables) converted to euro amounts using the exchange rates quoted on the closing date

|  | 2025 |  |  | 2024 |
(EUR million) | USD | SEK | AUD | USD | SEK | AUD
Current assets | 3.4 | 6.6 | 4.4 | 2.7 | 8.0 | 3.1
Current liabilities | -0.7 | 0.0 | -0.1 | -0.2 | -0.2 | -0.1
Foreign currency exposure in the balance sheet | 2.6 | 6.6 | 4.3 | 2.5 | 7.8 | 3.0

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

90

Sensitivity analysis, effect on net result for the period

The strengthening or weakening of the Euro against the US dollar, the Swedish krona or the Australian dollar would, given that all other factors remain unchanged, impact the Group's net result for the period as follows. The impact portrays the Group's transaction risk.

|  | 2025 |  |  | 2024 |
| USD | SEK | AUD | USD | SEK | AUD
Strengthening of the Euro by 10 percent |  |  |  |  |  |
Effect on net result for the period, EUR million | 0.1 | -1.3 | -0.5 | 0.4 | -1.2 | -0.5

Translation risk

The Marimekko Group incurs translation risk when the financial statements of foreign subsidiaries are translated into euro amounts in the consolidated financial statements. For foreign-curren-cy-denominated net investments, the effects of changes in foreign exchange rates appear as translation differences in the Group’s equity. Marimekko has so far not hedged against translation risk for equity, as the subsidiary sales and net investments are small from the Group’s perspecti-ve.

Interest rate risk

The Group’s interest rate risk primarily results from changes in interest rates on cash and cash equivalents and on current and noncurrent interest-bearing liabilities due to changes in market rates. Changes in the interest rates of these assets and liabilities have an impact on the Group’s profit. The average interest rate of interest-bearing liabilities without lease liabitilies was 0% (0%) since the Group had no other interest bearing liabilities at balance sheet date. The change in the interest rate does not have a significant effect on the financial year's result.

(EUR million) | 2025 | 2024
Cash and cash equivalents | 36.6 | 40.4
Credit facilities drawn down | - | -

21. CAPITAL MANAGEMENT

The purpose of capital management is to maintain a capital structure that optimally supports the Group’s strategic objectives. Efficient capital management measures ensure normal operating conditions for the business and increase the shareholder value in the long term. The principal factors affecting the capital structure are profitability, dividend distribution and investments. The capital managed equals the shareholders’ equity shown on the consolidated balance sheet. No external capital requirements are applied to the Group.

The Group continuously monitors its capital structure. The Group’s strategic objective is to keep the ratio of net debt to EBITDA at or below 2 (one of the company’s long-term financial goals). At the end of 2025, the ratio of net debt to EBITDA was -0.17 (-0.24), i.e. well below the long-term goal level.

Net debt / EBITDA

(EUR million) | 2025 | 2024
Interest-bearing liabilities |  |
Non-current lease liabilities | 21.5 | 22.3
Current lease liabilities | 8.2 | 8.3
Total | 29.7 | 30.6
Cash and cash equivalents | 36.6 | 40.4
Net debt | -6.9 | -9.7
EBITDA | 41.9 | 40.7
Net debt / EBITDA | -0.17 | -0.24

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Consolidated financial statements, IFRS

91

Change in net debt

(EUR million) | Loans from financial institutions | Lease liabilities | Cash and cash equivalents | Total
Book value, 1 Jan. 2025 | 0.0 | -30.6 | 40.4 | 9.7
Changes in net debt, cash |  |  |  |
| Loan repayments | - |  |
Payments of lease liabilities | 8.7 | 8.7 |  |
Change in cash and cash equivalents | -3.4 | -3.4 |  |
Cash flows, total | 0.0 | 8.7 | -3.4 | 5.3
Changes in net debt, non-cash: |  |  |  |
Changes in lease liabilities including effects of exchange rate fluctuations | -7.7 | -7.7 |  |
Effects of exchange rate fluctuations | 0.0 | -0.3 | -0.3 |
Non-cash movements, total | 0.0 | -7.7 | -0.3 | -8.1
Book value, 31 Dec. 2025 | 0.0 | -29.7 | 36.6 | 6.9
(EUR million) | Loans from financial institutions | Lease liabilities | Cash and cash equivalents | Total
Book value, 1 Jan. 2024 | -0.6 | -32.3 | 37.0 | 4.1
| Changes in net debt, cash |  |  |
| Loan repayments | 0.6 |  | 0.6
| Payments of lease liabilities | 8.0 |  | 8.0
| Change in cash and cash equivalents | 3.2 | 3.2 |
Cash flows, total | 0.6 | 8.0 | 3.2 | 11.8
| Changes in net debt, non-cash: |  |  |
| Changes in lease liabilities including effects of exchange rate fluctuations | -6.3 |  | -6.3
| Effects of exchange rate fluctuations | 0.0 | 0.2 | 0.2
Non-cash movements, total | 0.0 | -6.3 | 0.2 | -6.2
Book value, 31 Dec. 2024 | 0.0 | -30.6 | 40.4 | 9.7

22. EVENTS AFTER THE CLOSING DATE

New share-based long-term incentive plan for the management

After the end of the financial year, the Board of Directors of Marimekko decided to continue the share-based long-term incentives for the company’s management. The Performance Share Plan 2026–2030 consists of four performance periods, covering the financial years 2026–2027, 2026–2028, 2027–2029 and 2028–2030 respectively. The Board of Directors will resolve annually on the commencement and details of a performance period.

The performance criteria of the performance periods 2026–2027 and 2026–2028 are tied to the absolute total shareholder return and comparable operating profit margin. The target group at the beginning of the performance periods 2026–2027 and 2026–2028 consists of the Management Group of Marimekko, in total 11 people, including the President and CEO. The new plan is presented in more detail in the stock exchange release on 12 February 2026.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

92

Parent company financial statements, FAS

Parent company income statement

(€) | Note | 1 Jan.–31 Dec. 2025 | 1 Jan.–31 Dec. 2024
NET SALES | 1. | 180,117,639.85 | 175,552,280.63
Other operating income | 2. | 1,643,203.22 | 137,915.30
Change in inventories of finished goods and work in progress |  | -417,065.01 | 5,164,093.70
Materials and services | 3. | -74,726,695.17 | -76,691,866.71
Personnel expenses | 4. | -28,223,322.13 | -26,775,117.68
Depreciation and impairments | 5. | -2,126,626.04 | -2,233,845.06
Other operating expenses | 6. | -47,360,266.86 | -44,919,626.26
OPERATING PROFIT |  | 28,906,867.86 | 30,233,833.92
Financial income and expenses | 7. | 161,083.54 | 1,170,873.43
RESULT BEFORE APPROPRIATIONS AND TAXES |  | 29,067,951.40 | 31,404,707.35
Appropriations | 8. | -249,928.15 | -132,845.25
Income taxes | 9. | -5,763,517.60 | -6,260,555.26
NET RESULT FOR THE PERIOD |  | 23,054,505.65 | 25,011,306.84

Parent company financial statements, FAS

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

93

Parent company balance sheet

(€) | Note | 31 Dec. 2025 |  | 31 Dec. 2024
ASSETS |  |  |  |
FIXED ASSETS |  |  |  |
Intangible assets | 10.1 | 6,837,818.40 |  | 6,068,596.48
Tangible assets | 10.2 | 2,513,305.55 |  | 2,233,513.27
Investments | 10.3 |  |  |
Participations in Group companies | 2,341,310.98 |  | 2,294,459.41 |
Other shares and participations | 231,356.30 |  | 205,660.46 |
Other receivables | 323,854.00 | 2,896,521.28 | 323,854.00 | 2,823,973.87
FIXED ASSETS, TOTAL |  | 12,247,645.23 |  | 11,126,083.62
CURRENT ASSETS |  |  |  |
Inventories | 11. | 31,398,941.05 |  | 31,957,531.06
Non-current receivables | 12. | 5,320,614.32 |  | 6,367,274.87
Current receivables | 13. | 34,660,931.71 |  | 27,662,699.00
Cash in hand and at banks |  | 31,399,117.08 |  | 34,610,577.60
CURRENT ASSETS, TOTAL |  | 102,779,604.16 |  | 100,598,082.53
ASSETS, TOTAL |  | 115,027,249.39 |  | 111,724,166.15
| (€) | Note | 31 Dec. 2025 | 31 Dec. 2024
|  |  |  | SHAREHOLDERS' EQUITY AND LIABILITIES
|  |  | SHAREHOLDERS' EQUITY | 14.
|  | Share capital | 8,040,000.00 | 8,040,000.00
|  | Reserve for invested non-restricted equity | 1,227,957.00 | 1,227,957.00
|  | Retained earnings | 43,005,400.43 | 44,365,490.59
|  | Net result for the period | 23,054,505.65 | 25,011,306.84
|  | SHAREHOLDERS' EQUITY, TOTAL | 75,327,863.08 | 78,644,754.43
| ACCUMULATED APPROPRIATIONS | 15. | 1,679,226.69 | 1,429,298.54
|  |  | LIABILITIES | 16.
|  | Current liabilities | 38,020,159.62 | 31,650,113.18
|  | LIABILITIES, TOTAL | 38,020,159.62 | 31,650,113.18
|  | SHAREHOLDERS' EQUITY AND LIABILITIES, TOTAL | 115,027,249.39 | 111,724,166.15

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

94

Parent company cash flow statement

(€) | 1 Jan.–31 Dec. 2025 | 1 Jan.–31 Dec. 2024
CASH FLOW FROM OPERATIONS |  |
Net result for the period | 23,054,505.65 | 25,011,306.84
Depreciation and impairments | 2,126,626.04 | 2,233,845.06
Change in depreciation difference | 249,928.15 | 132,845.25
Financial income and expenses | -161,083.54 | -1,170,873.43
Taxes | 5,763,517.60 | 6,260,555.26
Cash flow before change in working capital | 31,033,493.90 | 32,467,678.98
Change in working capital |  |
Increase (-) / decrease (+) in current non-interest-bearing trade receivables | -7,817,158.45 | -661,480.90
Increase (-) / decrease (+) in inventories | 558,590.01 | -5,614,916.69
Increase (+) / decrease (-) in current non-interest-bearing liabilities | 5,142,244.16 | -155,055.38
Cash flow from operations before financial items and taxes | 28,917,169.62 | 26,036,226.01
Paid interest and payments on other financial expenses | -220,694.75 | -290,561.04
Interest received and payments on other financial income | 798,176.61 | 1,151,424.79
Taxes paid | -6,175,112.59 | -6,507,375.30
CASH FLOW FROM OPERATIONS | 23,319,538.89 | 20,389,714.46
(€) | 1 Jan.–31 Dec. 2025 | 1 Jan.–31 Dec. 2024
| CASH FLOW FROM INVESTMENTS |
Investments in tangible and intangible assets | -3,177,406.23 | -2,501,586.56
| Purchase of subsidiary shares | -67,688.46
| Proceeds from sale of tangible and intagible assets | 1,765.97
Change in loan receivables | 100,037.89 | -730,985.97
CASH FLOW FROM INVESTMENTS | -3,075,602.37 | -3,300,260.99
| CASH FLOW FROM FINANCING |
| Change in group account liabilities | 2,980,783.69
Dividends paid | -26,371,397.00 | -15,011,410.60
CASH FLOW FROM FINANCING | -23,390,613.31 | -15,011,410.60
Change in cash and cash equivalents | -3,146,676.79 | 2,078,042.87
Cash and cash equivalents at the beginning of the financial year | 34,610,577.60 | 32,348,915.99
Effects of exchange rate fluctuations | -64,783.73 | 183,618.74
Cash and cash equivalents at the end of the financial year | 31,399,117.08 | 34,610,577.60

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

95

Notes to the parent company financial statements

Accounting policy

Marimekko Corporation's financial statements have been prepared in accordance with the legislation and regulations that are in force in Finland. The financial year of the com- pany is the calendar year.

Valuation of fixed assets

Fixed assets are recorded in the balance sheet at the ori- ginal acquisition cost less depreciation according to plan. Depreciation according to plan has been calculated using straight-line depreciation on the estimated useful life of the fixed assets.

Periods of depreciation:

intangible rights 5 years

computer software 3–5 years

other capitalized expenditure 3–15 years

buildings 30 years

machinery and equipment 3–15 years.

Shares have been valuated at fair value in accordance with IFRS 9 standard.

More information on valuation can be found in the notes to the consolidated financial statements.

Inventories

Inventories are presented at the acquisition cost or at the lower probable net realisation value. The value of inventories does not include any share of fixed purchasing and manufac- turing costs.

Pension commitments

The pension security of the company's personnel has been arranged under the statutory employee pension plan (TyEL) through a pension insurance company.

Items denominated in foreign currency

The foreign-currency-denominated receivables and liabili- ties of the company have been converted to euro amounts using the exchange rate quoted by the European Central Bank on the closing date.

Revenue recognition

Revenue is recognized when the buyer obtains control of the product – that is when the significant risks and rewards of ownership have been transferred to the buyer. In wholesale, this is mainly the moment when the goods are handed over to the customer as set forth in the agreed delivery clause. In retail where cash or a credit card is used as means of pay- ment, the income is recognized at the time of sale.

More information on revenue recognition can be found in the notes to the consolidated financial statements.

Leasing

Leasing payments are treated as rental expenditures.

Appropriations

Appropriations consist of depreciation differences due to differences between accounting and tax depreciation of tan- gible and intangible assets.

Taxes

Income taxes include income taxes calculated on the result for the financial year and taxes paid or refunded in previous financial years. Deferred taxes are not recognized in the parent company's income statement and balance sheet.

Branches

Branches are consolidated into Marimekko Corporation's accounts and intercompany items have been eliminated.

Marimekko Corporation has branch in France.

Loans

Loan receivables from Group companies are presented as non-current receivables as of financial statements for 2024. Previously these were classified as current receivables.

Cash pool

Marimekko Corporation is part of the Group's cash pool group bank account arrangement, where it is the main account owner. Receivables and liabilities related to the cash pool arrangement are presented as receivables or liabilities from the group companies.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

96

Notes to the income statement

1. NET SALES BY MARKET AREA

(€) | 2025 | 2024
Finland |  |
Retail sales | 70,884,329.59 | 70,636,029.03
Wholesale sales | 30,454,706.49 | 30,056,564.61
Licencing income | 1,024,533.78 | 293,451.37
Total | 102,363,569.86 | 100,986,045.01
Scandinavia |  |
Retail sales | 3,288,650.27 | 2,517,618.27
Wholesale sales | 15,777,840.23 | 14,767,445.19
Licencing income | 50,000.00 | 150,000.00
Total | 19,116,490.50 | 17,435,063.46
Europe 1 |  |
Retail sales | 4,274,268.31 | 3,639,362.46
Wholesale sales | 10,524,604.61 | 8,826,658.28
Licencing income | 459,482.52 | 585,981.79
Total | 15,258,355.44 | 13,052,002.53
North America |  |
Wholesale sales | 6,811,382.04 | 7,964,858.67
Licencing income | 514,342.78 | 527,229.02
Total | 7,325,724.82 | 8,492,087.69
Asia-Pacific |  |
Wholesale sales | 35,773,780.09 | 33,610,648.74
Licencing income | 279,719.14 | 1,976,433.21
Total | 36,053,499.23 | 35,587,081.95
(€) | 2025 | 2024
| International sales (total) |
Retail sales | 7,562,918.58 | 6,156,980.73
Wholesale sales | 68,887,606.97 | 65,169,610.88
Licencing income | 1,303,544.44 | 3,239,644.02
Total | 77,754,069.99 | 74,566,235.63
Retail sales | 78,447,248.17 | 76,793,009.76
Wholesale sales | 99,342,313.46 | 95,226,175.49
Licencing income | 2,328,078.22 | 3,533,095.38
Total | 180,117,639.85 | 175,552,280.63
| Net sales by product line |
Fashion | 62,286,137.34 | 56,792,956.49
Home | 80,348,816.52 | 79,741,590.08
Bags and accessories | 37,482,685.99 | 39,017,734.06
Total | 180,117,639.85 | 175,552,280.63

2. OTHER OPERATING INCOME

(€) | 2025 | 2024
Rental income | 54,000.00 | 54,000.00
Income from Group companies | 1,525,910.33 | 0.00
Other income | 63,292.89 | 83,915.30
Total | 1,643,203.22 | 137,915.30

1 Europe (previously EMEA) includes European countries excluding Finland and Scandinavia. The name change of the market area does not affect the figures reported from the market area during the review or comparison period.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

97

3. MATERIALS AND SERVICES

(€) | 2025 | 2024
Materials and supplies |  |
Purchases during the financial year | 48,911,422.84 | 50,916,612.44
Increase (-) / decrease (+) in inventories | 141,525.00 | -450,823.00
Total | 49,052,947.84 | 50,465,789.44
External services | 25,673,747.33 | 26,226,077.27
Total | 74,726,695.17 | 76,691,866.71

4. PERSONNEL EXPENSES

(€) | 2025 | 2024
Salaries, wages and bonuses | 23,542,768.76 | 22,475,894.60
Pension and pension insurance payments | 4,004,051.68 | 3,765,262.42
Other indirect social expenditure | 676,501.69 | 533,960.66
Total | 28,223,322.13 | 26,775,117.68
Salaries and bonuses for management |  |
Members of the Board of Directors and the President and CEO | 861,540.00 | 794,179.00
Itemised in the note 19 to the consolidated financial statements. |  |
Average number of employees |  |
Salaried employees | 382 | 372
Production personnel | 17 | 16
Total | 399 | 388

5. DEPRECIATION AND IMPAIRMENTS

DEPRECIATION

(€) | 2025 | 2024
Intangible assets |  |
Intangible rights | 58,515.45 | 52,868.58
Computer softwares | 1,317,953.35 | 1,342,709.99
Other capitalised expenditure | 215,664.86 | 212,055.72
Total | 1,592,133.66 | 1,607,634.29
Tangible assets |  |
Buildings and structures | 5,038.87 | 5,038.87
Machinery and equipment | 529,453.51 | 507,015.85
Total | 534,492.38 | 512,054.72

IMPAIRMENTS

(€) | 2025 | 2024
Intangible assets |  |
Computer softwares | 0.00 | 114,156.05
Total | 0.00 | 114,156.05
Total | 2,126,626.04 | 2,233,845.06

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

98

6. OTHER OPERATING EXPENSES

(€) | 2025 | 2024
Leases | 9,272,992.47 | 8,781,409.47
Marketing | 13,651,984.72 | 13,744,002.66
IT costs | 6,648,945.45 | 5,597,781.78
Other costs | 17,786,344.22 | 16,796,432.35
Total | 47,360,266.86 | 44,919,626.26

AUDITOR'S FEE

(€) | 2025 | 2024
KPMG |  |
Audit | 91,473.64 | 84,087.89
Assignments referred to in section 1, subsection 1, point 2 of the Audit Act | 55,000.00 | 38,300.00
Other services | 3,442.50 | 29,301.25
Total | 149,916.14 | 151,689.14

7. FINANCIAL INCOME AND EXPENSES

(€) | 2025 | 2024
Other interest and financial income |  |
From Group companies | 525,570.69 | 522,784.56
From others | 501,686.14 | 1,176,594.45
Change in fair value of shares | 25,695.84 | 0.00
Total | 1,052,952.67 | 1,699,379.01
Interest and other financial expenses |  |
Change in fair value of shares | 0.00 | 65,765.12
To Group companies | 37,315.43 | 0.00
To others | 854,553.70 | 462,740.46
Total | 891,869.13 | 528,505.58
Financial income and expenses, total | 161,083.54 | 1,170,873.43
Financial income and expenses include exchange rate differences (net) |  |
Realised | -4,533.58 | -19,024.26
Unrealised | -603,570.61 | 384,624.54
Total | -608,104.19 | 365,600.28

8. APPROPRIATIONS

(€) | 2025 | 2024
Change in depreciation difference | -249,928.15 | -132,845.25
Total | -249,928.15 | -132,845.25

9. INCOME TAXES

(€) | 2025 | 2024
Income taxes on operations | 5,763,517.60 | 6,260,555.26
Total | 5,763,517.60 | 6,260,555.26

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

99

Notes to the balance sheet

10. FIXED ASSETS

10.1 Intangible assets

2025

(€) | Intangible rights | Computer software | Other capitalized expenditure | Advance payments and acquisitions in progress | Advance payments for other capitalised expenditure | Total
Acquisition cost, 1 Jan. 2025 | 1,991,413.49 | 13,200,807.09 | 7,120,742.53 | 625,039.63 |  | 22,938,002.74
Increases | 49,150.11 | 111,574.17 | 610.00 | 2,141,172.13 | 61,845.64 | 2,364,352.05
Transfers between categories |  | 1,636,756.10 | 58,849.17 | -1,636,756.10 | -61,845.64 | -2,996.47
Decreases | -1,707,499.87 | -3,850,516.15 | -2,469,305.80 |  |  | -8,027,321.82
Acquisition cost, 31 Dec. 2025 | 333,063.73 | 11,098,621.21 | 4,710,895.90 | 1,129,455.66 |  | 17,272,036.50
Accumulated depreciation, 1 Jan. 2025 | 1,841,378.80 | 9,662,462.08 | 5,365,565.38 |  |  | 16,869,406.26
Depreciation during the financial year | 58,515.45 | 1,317,953.35 | 215,664.86 |  |  | 1,592,133.66
Accumalated depreciaton of decreases | -1,707,499.87 | -3,850,516.15 | -2,469,305.80 |  |  | -8,027,321.82
Accumulated depreciation, 31 Dec. 2025 | 192,394.38 | 7,129,899.28 | 3,111,924.44 |  |  | 10,434,218.10
Book value, 31 Dec. 2025 | 140,669.35 | 3,968,721.93 | 1,598,971.46 | 1,129,455.66 |  | 6,837,818.40

2024

(€) | Intangible rights | Computer software | Other capitalized expenditure | Advance payments and acquisitions in progress | Advance payments for other capitalised expenditure | Total
Acquisition cost, 1 Jan. 2024 | 1,943,762.08 | 10,642,613.71 | 7,018,066.47 | 2,099,846.12 |  | 21,704,288.38
Increases | 47,651.41 | 44,913.00 | 136.15 | 1,652,072.91 |  | 1,744,773.47
Transfers between categories |  | 3,126,879.40 | 102,539.91 | -3,126,879.40 |  | 102,539.91
Decreases |  | -613,599.02 |  |  |  | -613,599.02
Acquisition cost, 31 Dec. 2024 | 1,991,413.49 | 13,200,807.09 | 7,120,742.53 | 625,039.63 |  | 22,938,002.74
Accumulated depreciation, 1 Jan. 2024 | 1,788,510.22 | 8,819,195.06 | 5,153,509.66 |  |  | 15,761,214.94
Depreciation during the financial year | 52,868.58 | 1,342,709.99 | 212,055.72 |  |  | 1,607,634.29
Impairments |  | 114,156.05 |  |  |  | 114,156.05
Accumalated depreciaton of decreases |  | -613,599.02 |  |  |  | -613,599.02
Accumulated depreciation, 31 Dec. 2024 | 1,841,378.80 | 9,662,462.08 | 5,365,565.38 |  |  | 16,869,406.26
Book value, 31 Dec. 2024 | 150,034.69 | 3,538,345.01 | 1,755,177.15 | 625,039.63 |  | 6,068,596.48

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

100

10.2 Tangible assets

2025

(€) | Land and water areas | Buildings and structures | Machinery and equipment | Other tangible assets | Advance payments and acquisitions in progress | Total
Acquisition cost, 1 Jan. 2025 | 38,165.97 | 55,633.88 | 14,284,430.17 | 28,033.93 | 57,944.80 | 14,464,208.75
Increases |  |  | 322,386.51 |  | 490,667.65 | 813,054.16
Transfers between categories |  |  | 551,608.92 |  | -548,612.45 | 2,996.47
Decreases | -1,765.97 |  | -1,242,468.82 |  |  | -1,244,234.79
Acquisition cost, 31 Dec. 2025 | 36,400.00 | 55,633.88 | 13,915,956.78 | 28,033.93 |  | 14,036,024.59
Accumulated depreciation, 1 Jan. 2025 |  | -4,412.66 | 12,235,108.14 |  |  | 12,230,695.48
Depreciation during the financial year |  | 5,038.87 | 529,453.51 |  |  | 534,492.38
Cumulative depreciation of decreases |  |  | -1,242,468.82 |  |  | -1,242,468.82
Accumulated depreciation, 31 Dec. 2025 |  | 626.21 | 11,522,092.83 |  |  | 11,522,719.04
Book value, 31 Dec. 2025 | 36,400.00 | 55,007.67 | 2,393,863.95 | 28,033.93 |  | 2,513,305.55

2024

(€) | Land and water areas | Buildings and structures | Machinery and equipment | Other tangible assets | Advance payments and acquisitions in progress | Total
Acquisition cost, 1 Jan. 2024 | 38,165.97 | 55,633.88 | 13,619,501.79 | 28,033.93 | 68,600.00 | 13,809,935.57
Increases |  |  | 199,811.03 |  | 557,002.06 | 756,813.09
Transfers between categories |  |  | 465,117.35 |  | -567,657.26 | -102,539.91
Acquisition cost, 31 Dec. 2024 | 38,165.97 | 55,633.88 | 14,284,430.17 | 28,033.93 | 57,944.80 | 14,464,208.75
Accumulated depreciation, 1 Jan. 2024 |  | -9,451.53 | 11,728,092.29 |  |  | 11,718,640.76
Depreciation during the financial year |  | 5,038.87 | 507,015.85 |  |  | 512,054.72
Accumulated depreciation, 31 Dec. 2024 |  | -4,412.66 | 12,235,108.14 |  |  | 12,230,695.48
Book value, 31 Dec. 2024 | 38,165.97 | 60,046.54 | 2,049,322.03 | 28,033.93 | 57,944.80 | 2,233,513.27

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

101

10.3 Investments

2025

(€) | Shares in Group companies | Other shares and participations | Other receivables | Total
Acquisition cost, 1 Jan. 2025 | 2,294,459.41 | 205,660.46 | 323,854.00 | 2,823,973.87
Increases | 46,851.57 |  |  | 46,851.57
Changes in value |  | 25,695.84 |  | 25,695.84
Acquisition cost, 31 Dec. 2025 | 2,341,310.98 | 231,356.30 | 323,854.00 | 2,896,521.28
Book value, 31 Dec. 2025 | 2,341,310.98 | 231,356.30 | 323,854.00 | 2,896,521.28

2024

(€) | Shares in Group companies | Other shares and participations | Other receivables | Total
Acquisition cost, 1 Jan. 2024 | 1,939,748.32 | 271,425.58 | 323,854.00 | 2,535,027.90
Increases | 354,711.09 |  |  | 354,711.09
Changes in value |  | -65,765.12 |  | -65,765.12
Acquisition cost, 31 Dec. 2024 | 2,294,459.41 | 205,660.46 | 323,854.00 | 2,823,973.87
Book value, 31 Dec. 2024 | 2,294,459.41 | 205,660.46 | 323,854.00 | 2,823,973.87

Detailed information of Group holdings are presented in note 19 to the consolidated financial statements.

11. INVENTORIES

(€) | 2025 | 2024
Raw materials and consumables | 5,374,064.00 | 5,515,589.00
Finished products/goods | 26,024,877.05 | 26,441,942.06
Total | 31,398,941.05 | 31,957,531.06

12. NON-CURRENT RECEIVABLES

(€) | 2025 | 2024
Receivables from Group companies |  |
Loan receivables | 5,320,614.32 | 6,367,274.87
Total | 5,320,614.32 | 6,367,274.87

13. CURRENT RECEIVABLES

(€) | 2025 | 2024
Trade receivables | 15,321,884.39 | 13,322,018.25
Receivables from Group companies |  |
Trade receivables | 13,230,027.47 | 11,044,898.59
Other receivables | 186,829.11 | 0.00
Prepaid expenses and accrued income | 1,513,400.54 | 216.20
Total | 14,930,257.12 | 11,045,114.79
Other receivables | 1,038,652.18 | 311,658.71
Prepaid expenses and accrued income | 3,370,138.02 | 2,983,907.25
Total | 34,660,931.71 | 27,662,699.00
Prepaid expenses and accrued income |  |
Royalty receivables | 389,078.21 | 218,670.00
Occupational health care reimbursement | 150,000.00 | 120,000.00
Receivables from payment service providers | 982,462.39 | 675,206.17
Commission receivables | 65,852.56 | 145,000.55
Other prepaid expenses and accrued income | 1,782,744.86 | 1,825,030.53
Total | 3,370,138.02 | 2,983,907.25

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

102

14. SHAREHOLDERS' EQUITY

Restricted Shareholders' equity

(€) | 2025 | 2024
Share capital, 1 Jan. | 8,040,000.00 | 8,040,000.00
Share capital, 31 Dec. | 8,040,000.00 | 8,040,000.00
Restricted Shareholders' equity, total | 8,040,000.00 | 8,040,000.00

Non-restricted Shareholders' equity

(€) | 2025 | 2024
Reserve for invested non-restricted equity, 1 Jan. | 1,227,957.00 | 1,227,957.00
Reserve for invested non-restricted equity, 31 Dec. | 1,227,957.00 | 1,227,957.00
Treasury shares, 1 Jan. | -541,105.08 | -541,105.08
Treasury shares 31. Dec | -541,105.08 | -541,105.08
Retained earnings, 1 Jan. | 69,917,902.51 | 59,918,006.27
Dividends paid | -26,371,397.00 | -15,011,410.60
Retained earnings, 31 Dec. | 43,546,505.51 | 44,906,595.67
Net result for the period | 23,054,505.65 | 25,011,306.84
Non-restricted Shareholders' equity, total | 67,287,863.08 | 70,604,754.43
Shareholders' equity, total | 75,327,863.08 | 78,644,754.43

Calculation of distributable funds, 31 Dec.

(€) | 2025 | 2024
Retained earnings | 43,546,505.51 | 44,906,595.67
Net result for the period | 23,054,505.65 | 25,011,306.84
Purchase of own shares | -541,105.08 | -541,105.08
Reserve for invested non-restricted equity | 1,227,957.00 | 1,227,957.00
Total | 67,287,863.08 | 70,604,754.43

15. ACCUMULATED APPROPRIATIONS

(€) | 2025 | 2024
Accumulated depreciation difference |  |
Intangible rights | 27,160.39 | 28,451.90
Other capitalised expenditure | 1,102,839.52 | 885,932.97
Machinery and equipment | 430,505.61 | 391,328.92
Buildings and structures | 118,721.17 | 123,584.75
Total | 1,679,226.69 | 1,429,298.54

16. LIABILITIES

(€) | 2025 | 2024
Advances received | 1,713,971.44 | 1,741,761.86
Trade payables | 10,458,114.01 | 8,699,901.85
Debts to Group companies |  |
Trade payables | 4,167,476.67 | 3,003,875.10
Accrued liabilities and deferred income | 6,171,740.89 | 6,379,578.79
Other current liabilities | 3,167,612.80 | 0.00
Other current liabilities | 4,634,241.99 | 4,452,567.89
Accrued liabilities and deferred income | 7,707,001.82 | 7,372,427.69
Total | 38,020,159.62 | 31,650,113.18
Accrued liabilities and deferred income |  |
Wages and salaries with social security contributions | 5,241,092.12 | 5,208,259.66
Unpaid designer provisions and agent fees | 802,684.05 | 848,080.20
Return accruals | 923,266.85 | 698,511.20
Other accrued liabilities and deferred income | 739,958.80 | 617,576.63
Total | 7,707,001.82 | 7,372,427.69

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

103

17. GUARANTEES, CONTINGENT LIABILITIES AND OTHER COMMITMENTS

(€) | 2025 | 2024
Leasing liabilities |  |
Payments due in the following financial year | 629,960.32 | 611,623.56
Payments due later | 662,020.13 | 708,092.59
Total | 1,291,980.45 | 1,319,716.15
Liabilities relating to lease agreements |  |
Payments due in the following financial year | 7,619,049.81 | 7,326,304.92
Payments due later | 19,980,680.77 | 19,206,510.95
Total | 27,599,730.58 | 26,532,815.87
Guarantees on behalt of subsidiaries | 1,580,282.25 | 878,903.62
Indirect liability for rent and other guarantees | 3,575,076.27 | 3,450,384.28

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Parent company financial statements, FAS

104

Signatures to the financial statements and the report of the Board of Directors

Confirmation of the Board of Directors and the President AND CEO

We confirm that

the consolidated financial statements prepared in accordance with the International Financial Reporting Standards (IFRS) as adopted by the European Union and the financial statements of the parent com- pany prepared in accordance with the laws and regulations governing the preparation of financial state- ments in Finland give a true and fair view of the assets, liabilities, financial position and profit or loss of the company and the undertakings included in the consolidation taken as a whole;

the Report of Board of Directors includes a fair review of the development and performance of the busi- ness and the position of the company and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face and

that the sustainability report within the Report of Board of Directors is prepared in accordance with sustainability reporting standards referred to in Chapter 7 of the Accounting Act (1336/1997) and with the Article 8 of Taxonomy Regulation (EU) 2020/852.

Helsinki, 3 March 2026

Mika Ihamuotila Teemu Kangas-Kärki

Chair of the Board Vice Chair of the Board

Massimiliano Brunazzo Carol Chen Member of the Board Member of the Board

Tomoki Takebayashi Marianne Vikkula

Member of the Board Member of the Board

Tiina Alahuhta-Kasko

President and CEO

THE AUDITOR'S NOTE

A report on the audit performed has been issued today.

Helsinki, 3 March 2026

KPMG Oy Ab Audit firm

Heli Tuuri

Authorized Public Accountant

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Auditor’s Report

105

Auditor’s Report

To the Annual General Meeting of Marimekko Corporation

Report on the Audit of the Financial Statements

Opinion

We have audited the financial statements of Marimekko Corporation (business identity code 0111316-2) for the year ended 31 December 2025. The financial statements comprise the consolidated balance sheet, income statement, statement of comprehensive income, statement of changes in equity, statement of cash flows and notes, including material accounting policy information, as well as the parent company’s balance sheet, income statement, statement of cash flows and notes.

In our opinion

the consolidated financial statements give a true and fair view of the group’s financial position, financial performance and cash flows in accordance with IFRS Accounting Standards as adopted by the EU

the financial statements give a true and fair view of the parent company’s financial performance and financial position in accordance with the laws and regulations governing the preparation of financial statements in Finland and comply with statutory requirements.

Our opinion is consistent with the additional report submitted to the Audit and Remuneration Committee.

Basis for Opinion

We conducted our audit in accordance with good auditing practice in Finland. Our responsibilities under good auditing practice are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report.

We are independent of the parent company and of the group companies in accordance with the ethical requirements that are applicable in Finland and are relevant to our audit, and we have fulfilled our other ethical responsibilities in accordance with these requirements.

In our best knowledge and understanding, the non-audit services that we have provided to the parent company and group companies are in compliance with laws and regulations

applicable in Finland regarding these services, and we have not provided any prohibited non- audit services referred to in Article 5(1) of regulation (EU) 537/2014. The non-audit services that we have provided have been disclosed in note 6 to the consolidated financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Materiality

The scope of our audit was influenced by our application of materiality. The materiality is determined based on our professional judgement and is used to determine the nature, timing and extent of our audit procedures and to evaluate the effect of identified misstatements on the financial statements as a whole. The level of materiality we set is based on our assessment of the magnitude of misstatements that, individually or in aggregate, could reasonably be expected to have influence on the economic decisions of the users of the financial statements. We have also taken into account misstatements and/or possible misstatements that in our opinion are material for qualitative reasons for the users of the financial statements.

Key Audit Matters

Key audit matters are those matters that, in our professional judgment, were of most significance in our audit of the financial statements of the current period. These matters were addressed in the context of our audit of the financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. The significant risks of material misstatement referred to in the EU Regulation No 537/2014 point (c) of Article 10(2) are included in the description of key audit matters below.

We have also addressed the risk of management override of internal controls. This includes consideration of whether there was evidence of management bias that represented a risk of material misstatement due to fraud.

Auditor’s Report

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Auditor’s Report

106

The key audit matter

How the matter was addressed in the audit

Revenue recognition (”Revenue recognition and net sales” in the consolidated accounting principles and note 1)

Marimekko Group’s revenue is generated from wholesale and retail sales of clothes, bags and accessories, and interior decoration products as well as licensing income.

Group’s net sales were EUR 190 million consisting of a large number of transactions from different revenue streams as well as diverse sales contracts and terms with customers.

Wholesale contracts include several different delivery terms and might contain right of return, which determine when the ownership of the product is transferred to the customer. Retail sales mainly consists of small transactions paid by payment cards or cash and the revenue is recognized when the product is sold to the customer. The fair value of the customer loyalty program points is assessed at the reporting date and recognized as an adjustment to revenue. Revenue from licensing is recognized in accordance with the terms of the contract.

Revenue recognition is a key audit matter due to a large number of transactions as well as for a risk that revenue is recognized in an incorrect period.

We have formed an understanding of accounting principles and practices in different revenue streams and evaluated the appropriateness of the revenue recognition principles in relation to IFRS, tested company’s key controls related to sales and performed substantive audit procedures.

For wholesale we have selected a sample of sales transactions comparing them to sales invoices, contracts, delivery notes and payments received.

For retail sales we have reviewed cash and sales routines in selected retail stores.

We have tested that the revenue has been recognized in the right financial period by comparing sales transactions, invoices and delivery terms to actual deliveries as well as by testing possible return provisions and a sample of credit invoices made at the beginning of 2026. We also assessed the basis of the assumptions applied in revenue recognition of the customer loyalty program.

We have also compared selected accounts receivables to the confirmations received from counterparties.

We have reviewed the most significant licensing contracts and that the revenue has been recognized in accordance with the contract terms.

Valuation and existence of inventory (“Inventories” in the consolidated accounting principles and note 12.1)

Marimekko purchases, manufactures and sells consumer goods and is subject to changing consumer demands. Inventory consists of fabrics and other raw materials as well as half- finished and finished goods including clothes, bags, accessories and interior decoration products.

Inventories are valued at the lower of acquisition cost or probable net realizable value.

Inventory value EUR 36 million is a significant item in Marimekko’s balance sheet and inventories are in several locations. Inventory accounting includes manual processes in valuation and compiling the inventory balances and it increases, therefore the risk for human errors. In addition, inventory includes management’s judgement on probable net realizable value.

We evaluated the appropriateness of the accounting policies by reference to IFRS standards, tested the company’s key controls and performed substantive audit procedures related to valuation and existence of inventory. We have attended physical stock takings in selected inventory locations. We have analyzed company’s own results of stocktaking differences and how they have been resolved.

We have compared the value of selected inventory items to the latest purchase prices.

We have tested slow-moving inventory items as well as exceptional values in inventory accounting.

We have compared the unit prices of selected inventory items to their sales prices.

In addition, we considered the appropriateness of the disclosure regarding inventory.

We have not identified other key audit matters relating to the financial statement of the parent company.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Auditor’s Report

107

Responsibilities of the Board of Directors and the President and CEO for the Financial Statements

The Board of Directors and the President and CEO are responsible for the preparation of consolidated financial statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU, and of financial statements that give a true and fair view in accordance with the laws and regulations governing the preparation of financial statements in Finland and comply with statutory requirements. The Board of Directors and the President and CEO are also responsible for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Board of Directors and the President and CEO are responsible for assessing the parent company’s and the group’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting. The financial statements are prepared using the going concern basis of accounting unless there is an intention to liquidate the parent company or the group or cease operations, or there is no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with good auditing practice will always detect a material misstatement 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 the financial statements.

As part of an audit in accordance with good auditing practice, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the parent company’s or the group’s internal control.

Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

Conclude on the appropriateness of the Board of Directors’ and the President and CEO’s use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the parent company’s or the group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the parent company or the group to cease to continue as a going concern.

Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events so that the financial statements give a true and fair view.

Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the group financial statements. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opinion.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and where applicable, related safeguards.

From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Auditor’s Report

108

Other Reporting Requirements

Information on our audit engagement

We were first appointed as auditors by the Annual General Meeting on 12 April 2018, and our appointment represents a total period of uninterrupted engagement of 8 years.

Other Information

The Board of Directors and the President and CEO are responsible for the other information. The other information comprises the report of the Board of Directors and the information included in the Annual Report, but does not include the financial statements or our auditor’s report thereon. We have obtained the report of the Board of Directors prior to the date of this auditor’s report, and the Annual Report is expected to be made available to us after that date. Our opinion on the financial statements does not cover the other information.

In connection with our audit of the financial statements, our responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. With respect to the report of the Board of Directors, our responsibility also includes considering whether the report of the Board of Directors has been prepared in compliance with the applicable provisions, excluding the sustainability report information on which there are provisions in Chapter 7 of the Accounting Act and in the sustainability reporting standards.

In our opinion, the information in the report of the Board of Directors is consistent with the information in the financial statements and the report of the Board of Directors has been prepared in compliance with the applicable provisions. Our opinion does not cover the sustainability report information on which there are provisions in Chapter 7 of the Accounting Act and in the sustainability reporting standards.

If, based on the work we have performed on the other information that we obtained prior to the date of this auditor’s report, we conclude 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.

Helsinki, 3 March 2026

KPMG OY AB

Audit Firm

Heli Tuuri

Authorised Public Accountant, KHT

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Assurance Report on the Sustainability Report

109

Assurance Report on the Sustainability Report

To the Annual General Meeting of Marimekko Corporation

We have performed a limited assurance engagement on the group sustainability report of Marimekko Corporation (business identity code 0111316-2) that is referred to in Chapter 7 of the Accounting Act and that is included in the report of the Board of Directors for the financial year 1.1.–31.12.2025.

Opinion

Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the group sustainability report does not comply, in all material respects, with

1) the requirements laid down in Chapter 7 of the Accounting Act and the sustainability reporting standards (ESRS), and

2) the requirements laid down in Article 8 of the Regulation (EU) 2020/852 of the European Parliament and of the Council on the establishment of a framework to facilitate sustainable investment, and amending Regulation (EU) 2019/2088 (EU Taxonomy).

Point 1 above also contains the process in which Marimekko Corporation has identified the information for reporting in accordance with the sustainability reporting standards (double materiality assessment).

Our opinion does not cover the tagging of the group sustainability report with digital XBRL sustainability tags in accordance with Chapter 7, Section 22, Subsection 1(2), of the Accounting Act, because sustainability reporting companies have not had the possibility to comply with that requirement in the absence of requirements for the tagging of sustainability information in the ESEF regulation or other European Union legislation.

Basis for Opinion

We performed the assurance of the group sustainability report as a limited assurance engagement in compliance with good assurance practice in Finland and with the International Standard on Assurance Engagements (ISAE) 3000 (Revised) Assurance Engagements Other than Audits or Reviews of Historical Financial Information.

Our responsibilities under this standard are further described in the Responsibilities of the Authorized Group Sustainability Auditor section of our report.

We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Authorized Group Sustainability Auditor's Independence and Quality Management

We are independent of the parent company and of the group companies in accordance with the ethical requirements that are applicable in Finland and are relevant to our engagement, and we have fulfilled our other ethical responsibilities in accordance with these requirements.

The authorized group sustainability auditor applies International Standard on Quality Management ISQM 1, which requires the authorized sustainability audit 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.

Responsibilities of the Board of Directors and the President and CEO

The Board of Directors and the President and CEO of Marimekko Corporation are responsible for:

the group sustainability report and for its preparation and presentation in accordance with the provisions of Chapter 7 of the Accounting Act, including the process that has been defined in the sustainability reporting standards and in which the information for reporting in accordance with the sustainability reporting standards has been identified,

the compliance of the group sustainability report with the requirements laid down in Article 8 of the Regulation (EU) 2020/852 of the European Parliament and of the Council on the establishment of a framework to facilitate sustainable investment, and amending Regulation (EU) 2019/2088, and for

such internal control as the Board of Directors and the President and CEO determine is necessary to enable the preparation of a group sustainability report that is free from material misstatement, whether due to fraud or error.

Inherent Limitations in the Preparation of a Sustainability Report

Preparing a group sustainability report requires a company to make materiality assessment to identify relevant matters to report. This includes significant management judgement and choices. It is also characteristic to the sustainability reporting that reporting of this kind of information includes estimates and assumptions as well as measurement and estimation uncertainty.

The determination of greenhouse gases is subject to inherent uncertainty due to the incomplete scientific data used to determine the emission factors and the numerical values needed to combine emissions of different gases.

Assurance Report on the Sustainability Report

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Assurance Report on the Sustainability Report

110

When reporting forward-looking information in accordance with ESRS standards, a company's management is required to make assumptions about possible future events, and to disclose the company's possible future actions in relation to those events, as well as to prepare the forward-looking information based on these assumptions. Actual results are likely to differ because forecasted events often do not occur as expected.

Responsibilities of the Authorized Group Sustainability Auditor

Our responsibility is to perform an assurance engagement to obtain limited assurance about whether the group sustainability report is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our opinion. 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 decisions of users taken on the basis of the group sustainability report.

Compliance with the International Standard on Assurance Engagements (ISAE) 3000 (Revised) requires that we exercise professional judgment and maintain professional scepticism throughout the engagement. We also:

Identify and assess the risks of material misstatement of the group sustainability report, whether due to fraud or error, and obtain an understanding of internal control relevant to the engagement in order to design assurance procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the parent company’s or the group’s internal control.

Design and perform assurance procedures responsive to those risks to obtain evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Description of the Procedures That Have Been Performed

The procedures performed in a limited assurance engagement vary in nature and timing from, and are less in extent than for, a reasonable assurance engagement. The nature, timing and extent of assurance procedures selected depend on professional judgment, including the assessment of risks of material misstatement, whether due to fraud or error. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed.

Our procedures included for ex. the following:

We interviewed the company’s management and persons responsible for collecting and preparing the information contained in the group sustainability report.

Regarding the double materiality assessment process, we assessed the implementation of the process carried out by the company and the information disclosed on the double materiality assessment process in relation to the requirements of the ESRS standards.

Through interviews we gained understanding of the group’s key processes and information systems related to collecting and consolidating the sustainability information.

We got acquainted with the group’s internal guidelines and operating principles relevant to the sustainability information disclosed in the group sustainability report.

We got acquainted with the background documentation and documents prepared by the company, as applicable, and assessed whether they support the information included in the group sustainability report.

We assessed the information disclosed on material sustainability matters in the group sustainability report in relation to the requirements of the ESRS standards.

In relation to the EU taxonomy information, we gained understanding about the process by which the company has defined taxonomy eligible and taxonomy aligned activities and assessed the regulatory compliance of the information provided.

Helsinki, 3 March 2026

KPMG Oy Ab

Authorized Sustainability Audit Firm

Heli Tuuri

Authorized Sustainability Auditor, KRT

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Independent Auditor’s Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

111

Directors’ report

Financial Statements

Consolidated financial statements, IFRS

Consolidated income statement

Consolidated balance sheet

Consolidated cash flow statement

Consolidated statement of changes in shareholders' equity

Notes to the consolidated financial statements

Parent company financial statements, FAS

Parent company income statement

Parent company balance sheet

Parent company cash flow statement

Notes to the parent company financial statements

Signatures to the financial statements and the report of the Board of Directors

Auditor’s Report

Assurance Report on the Sustainability Report

Independent Auditor's Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Independent Auditor’s Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

Translation of the Finnish original

To the Board of Directors of Marimekko Corporation

We have performed a reasonable assurance engagement on the financial statements 74370053IOY42B9YJ350-2025-12-31-1-fi.zip of Marimekko Corporation (Business ID 0111316-2) that have been prepared in accordance with the Commission's regulatory technical standard for the financial year ended 31 December 2025.

Responsibilities of the Board of Directors and the President and CEO

The Board of Directors and the President and CEO are responsible for the preparation of the company's report of the Board of Directors and financial statements (the ESEF financial statements) in such a way that they comply with the requirements of the Commission's regulatory technical standard. This respon- sibility includes:

preparing the ESEF financial statements in XHTML format in accordance with Article 3 of the Com- mission's regulatory technical standard

tagging the primary financial statements, notes and company's identification data in the consolidated financial statements that are included in the ESEF financial statements with iXBRL tags in accordance with Article 4 of the Commission's regulatory technical standard and

ensuring the consistency between the ESEF financial statements and the audited financial statements.

The Board of Directors and the President and CEO are also responsible for such internal control as they determine is necessary to enable the preparation of ESEF financial statements in accordance with the requirements of the Commission's regulatory technical standard.

Auditor’s independence and quality management

We are independent of the company in accordance with the ethical requirements that are applicable in Finland and are relevant to the engagement we have performed, and we have fulfilled our other ethical responsibilities in accordance with these requirements.

The auditor applies International Standard on Quality Management (ISQM) 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 regula- tory requirements.

Auditor’s responsibilities

Our responsibility is to, in accordance with Chapter 7, Section 8 of the Securities Markets Act, provide assurance on the financial statements that have been prepared in accordance with the Commission's regulatory technical standard. We express an opinion on whether the consolidated financial statements that are included in the ESEF financial statements have been tagged, in all material respects, in accor- dance with the requirements of Article 4 of the Commission's regulatory technical standard.

Our responsibility is to indicate in our opinion to what extent the assurance has been provided. We conducted a reasonable assurance engagement in accordance with International Standard on Assurance Engagements (ISAE) 3000.

The engagement includes procedures to obtain evidence on:

whether the primary financial statements in the consolidated financial statements that are included in the ESEF financial statements have been tagged, in all material respects, with iXBRL tags in accor- dance with the requirements of Article 4 of the Commission's regulatory technical standard and

whether the notes and company's identification data in the consolidated financial statements that are included in the ESEF financial statements have been tagged, in all material respects, with iXBRL tags in accordance with the requirements of Article 4 of the Commission's regulatory technical standard and

whether there is consistency between the ESEF financial statements and the audited financial statements.

The nature, timing and extent of the selected procedures depend on the auditor’s judgment. This inclu- des an assessment of the risk of a material deviation due to fraud or error from the requirements of the Commission's regulatory technical standard.

We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Opinion

Our opinion pursuant to Chapter 7, Section 8 of the Securities Markets Act is that the primary financial statements, notes and company's identification data in the consolidated financial statements that are included in the ESEF financial statements of Marimekko Corporation 74370053IOY42B9YJ350-2025-12- 31-1-fi.zip for the financial year ended 31 December 2025 have been tagged, in all material respects, in accordance with the requirements of the Commission's regulatory technical standard.

Our opinion on the audit of the consolidated financial statements of Marimekko Corporation for the financial year ended 31 December 2025 has been expressed in our auditor's report dated 3 March 2026. With this report we do not express an opinion on the audit of the consolidated financial statements nor express another assurance conclusion.

Helsinki, 17 March 2026

KPMG Oy Ab Audit Firm

Heli Tuuri

Authorised Public Accountant, KHT

Independent Auditor’s Report on the ESEF Consolidated Financial Statements of Marimekko Corporation

© Marimekko Corporation

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00880 Helsinki, Finland

Tel +358 9 758 71

marimekko.com

company.marimekko.com

Founded in Helsinki in 1951, Marimekko is a Finnish lifestyle design house celebrated worldwide for its art of printmaking. Since the beginning, large-scale patterns and the overlapping of vibrant colors have been the hallmarks of Marimekko's designs. � marimekko.com

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