People

Employees and workers in our supply chain are fundamental to Rugvista’s operations and long-term value creation. We work to ensure safe, fair, and inclusive working conditions, both within our own organization and across the supply chain.

Material topic

Own workforce

An engaged and competent organisation is essential to Rugvista’s continued development. We strive to provide a safe and supportive work environment where employees have the conditions to contribute and grow. The most material topics for our own workforce are social dialogue, health and safety, training and skills development, working hours, and diversity.

Employee engagement and work environment

Our employees drive the development of the business, strengthen the customer experience, and contribute to Rugvista’s long-term competitiveness and profitable growth. To succeed in our mission to help people create a home they love, we rely on a culture characterised by engagement, quality, and collaboration.

During 2025, we continued to develop our employer offering and to promote a safe, inclusive, and supportive work environment. Employee insights are an important part of our governance and are captured through recurring surveys, workplace meetings, and ongoing dialogue with managers and safety representatives. This feedback is used to inform priorities and drive concrete improvement actions.

Culture and values

Culture is a central part of how we lead and develop the business. It is reflected in how we collaborate, make decisions, and interact with our customers, and is essential for translating strategy into concrete action. During the year, we introduced new values to clarify expectations, strengthen accountability, and create a clearer link between strategy and execution:

To ensure that the values become an integrated part of the business, we have established a Values Committee that, together with People & Organization, drives implementation across the organisation.

Enhanced governance of employee engagement

During 2025, Rugvista further developed its approach to monitoring employee engagement in order to create more cohesive and business-aligned governance of the factors that influence well-being, motivation, and retention. As part of this, the Employee Engagement Index (EEI) was introduced as the primary key metric. EEI is based on four dimensions:

• Overall experience
• Pride
• Motivation
• Intention to stay.

The index is based on a five-point scale and converted into a score between 0 and 100. The first measurement was conducted in Q4 2025 and established a baseline. From 2026 onwards, EEI will be monitored on a quarterly basis. eNPS will continue to be measured annually to ensure comparability over time.

EEI results 2025

The first EEI measurement resulted in a score of 79, which, according to our interpretation model, corresponds to a good and stable level of engagement. Motivation was the strongest dimension, while overall experience, pride, and intention to stay were at stable levels. Rugvista’s target is to reach at least 83 by 2028 and at least 85 by 2030. The analysis also indicates potential to improve organisational clarity and strengthen cross-functional collaboration.

Improved eNPS during the year

In Q4 2025, eNPS reached 18, representing a clear improvement compared to –14 in the previous year. The result reflects the efforts made during the year to strengthen organizational structure, collaboration, and clarity.

Diversity and inclusion

Rugvista has an international organization with employees from a wide range of backgrounds and countries. In 2025, we established an Inclusion Committee that meets regularly and works to strengthen inclusion and employee participation across the organisation. As part of this work, we conducted internal surveys to capture employee perspectives and identify areas for improvement. Rugvista is also a member of the Diversity Charter and operates in line with the initiative’s purpose of promoting inclusion and equal treatment in the workplace.

A concrete outcome of this work is that, in 2026, Rugvista will offer language courses in Swedish and German to facilitate integration and support greater inclusion for employees who do not speak the language of the country in which they live and work.

Employee development framework

Rugvista has an employee development framework that provides structure to the dialogue between managers and employees through structured feedback, goal-setting and performance reviews, individual development plans, calibration across managers, salary reviews, and at least quarterly check-ins.

In 2025, the framework was fully implemented for 79% of employees. Ensuring consistent implementation across the organization is a prioritized development area. On average, employees completed 19 hours of training during the year (excluding temporary staff), an increase of 6 hours compared to 2024. This means that our long-term target of at least 16 hours has already been exceeded. Several training initiatives were linked to our new logistics centre. With a new learning platform being implemented in 2026, the ambition is to maintain 16–20 training hours per employee per year through to 2030.

Attracting, developing, and retaining the right skills and capabilities is essential to Rugvista’s continued development and ability to execute its strategy. In 2026, we will therefore further develop the framework to strengthen structured skills development, continuous learning, and long-term career development within the company.

Compensation and collective agreements

Rugvista is covered by collective agreements for both white-collar and blue-collar employees. For white-collar employees, individual salary setting is applied in accordance with the applicable collective agreement, while salary development for blue-collar employees follows the agreed increases resulting from annual negotiations. As part of our work on equal treatment, we conduct an annual pay review to identify and address any unjustified pay differences.

We offer a wellness allowance, benefits that support a sustainable lifestyle, and subsidized public transport for commuting. Rugvista is a member of Svensk Handel (the Swedish Trade Federation) and has collective agreements with Handelsanställdas Förbund and Unionen.

Organizational and social work environment

The annual OSA survey (Organizational and Social Work Environment survey) complements the EEI and provides deeper insights into workload, recovery, psychological safety, and leadership. In 2025, the response rate was 81%. The results show consistently strong levels across all areas. Areas for improvement have primarily been identified in workload, recovery, and skills development, where there is potential for further improvement. The results form the basis for prioritized actions at both team and functional levels.

Preventing workplace harassment is a priority within our work environment efforts and is monitored on an ongoing basis, as well as through the OSA survey. In 2025, no cases were reported.

Health, safety, and sick leave

Grievance mechanisms and whistleblowing

Rugvista provides an external and independent whistleblowing channel that enables employees and other stakeholders to report suspected misconduct or serious breaches, including anonymously. The channel is available via the intranet and is governed by our whistleblowing policy. Reports are handled by People & Organization and, where necessary, escalated to relevant functions such as the CLO, CEO, or the Board of Directors. All cases are handled in accordance with established procedures that ensure confidentiality, due process, and protection against retaliation.

In 2025, no reports were received through the whistleblowing channel.

New premises and 20 years of growth

In 2025, Rugvista moved into new premises in Malmö and Berlin. The new environments are designed to enhance collaboration, efficiency, and employee well-being. In Malmö, the new warehouse and logistics centre have enabled more modern workflows and improved conditions for both productivity and the work environment.

In connection with the move, we also celebrated Rugvista’s 20th anniversary together with employees and external partners and stakeholders. It was an opportunity to recognize the shared journey that has shaped the company, while also looking ahead with a continued focus on growth, operational development, and long-term value creation.

Workforce structure and composition

As of 31 December 2025, Rugvista had a total of 103 employees, measured as headcount, of whom 49% (50%) were women. The average number of full-time equivalents (FTEs) during the period January–December was 93.7 (98.6).

The distribution of employees, Board of Directors, and Group Management refers to headcount as of 31 December 2025.

Material topic

Workers in the value chain

Every product we purchase is the result of people's work in several stages of our value chain. For Rugvista, it is a fundamental principle that working conditions in production should be responsible and fully aligned with our requirements. Since almost all production takes place outside Sweden and largely outside the EU, regulatory frameworks and oversight often diverge from domestic conditions. This places high demands on structured supplier governance and clear social requirements within our purchasing process.

Supplier management and requirements

Our expectations of suppliers are defined in our Supplier Code of Conduct, which outlines basic rights for workers in the supply chain. These requirements encompass working hours, compensation, health and safety, freedom of association, and the strict prohibition of child and forced labor. These standards are communicated during onboarding and form the basis for our ongoing monitoring.

Compliance is followed up through external frameworks and audits, as well as ongoing supplier dialogue. For the majority of our supplier base, we utilize amfori BSCI. For suppliers of handmade rugs, we engage Label STEP, which also covers smaller production units and home-based weavers.

The audits are conducted in accordance with our Supplier Code of Conduct and aim to monitor compliance and identify serious violations. When deviations are identified, corrective action plans (CAP) are established and followed up within the agreed timeframe. Serious or recurring deficiencies may lead to stricter measures and, in the absence of improvement, a review of the business relationship.

Our approach is to drive continuous improvements together with our suppliers over time, rather than considering compliance as a static state.

Risk profile and identified deficiencies

The results for 2025 indicate that basic labor law requirements are generally respected by our suppliers. At the same time, recurring deficiencies are identified that are typical for the industry and the regions where production is situated. These deviations mainly concern deficiencies in governance and systems rather than violations of fundamental rights.

During the year, the most frequent deviations concerned:

• Discrepancies between statutory minimum wages and estimated living wage levels
• Working hours and overtime, particularly related to documentation and compliance with local thresholds.
• Basic working conditions, such as sanitary facilities, access to first aid, and emergency procedures

These areas are prioritized in the dialogue with the affected suppliers and are addressed through corrective action plans with the support of Label STEP and amfori BSCI.

During the year, amfori BSCI further developed its approach to following up on deviations, entailing clearer requirements for documentation of implemented measures and more structured verification during follow-up audits. Suppliers are also offered targeted training addressing identified deficiencies. The objective is to enhance follow-up mechanisms over time and ensure that corrective actions yield tangible improvements. Furthermore, we have initiated similar collaboration with Label STEP to reinforce and streamline the monitoring of identified deviations within their framework.

Audits and results - amfori BSCI

The results from the amfori BSCI assessments are presented in the table below. The change compared to the previous year is mainly attributable to a slightly modified supplier base and minor deviations that affected the grading.
The results serve as a basis for prioritizing action plans and follow-up within identified risk areas. No Zero Tolerance¹ incidents were identified during the year.

¹ Zero Tolerance encompasses the most severe violations, such as child labor, forced labor, or immediate danger to the lives and health of employees.

Audits and results – Label STEP

The audits are conducted in accordance with Label STEP’s established methodology and underpin our ongoing monitoring of compliance. The findings serve as a foundation for dialogue with suppliers and for identifying and prioritizing remedial measures. The audit scope encompasses parameters largely aligned with amfori BSCI – such as occupational health and safety, wages and compensation, working hours, the prohibition of child labor and forced labor, non-discrimination, and requirements related to transparency.
At the same time, Label STEP maintains a specialized industry and supply chain focus for rug and textile production, ensuring that requirements and follow-up points are tailored specifically to the artisanal nature of the production process. No critical non-compliances were identified in 2025.

Grievance mechanisms and whistleblowing in the value chain

Suppliers enrolled in amfori BSCI have access to amfori’s dedicated whistleblower function, Speak for Change. During the previous reporting period, this system contributed to the identification of significant transparency deficiencies in a potential supplier, resulting in a strategic decision to forego the partnership.

For other suppliers and stakeholders in the value chain, Rugvista maintains an independent, third-party whistleblowing channel available on our corporate website. In 2026, we will intensify our efforts to increase awareness and accessibility of this channel throughout the supply chain. In 2025, no cases were identified through these systems.