Processes for engaging with own workforce (S1-2)
Worker representation
Epiroc engages with its workforce both directly and through workers’ representatives, to gain perspectives and inform its decisions and activities aimed at managing actual and potential impacts for all workers including people that may be particularly vulnerable or marginalized. Our decentralized organization empowers workers to impact their workplace. A key part of this structure is the inclusion of labor representatives on the Epiroc Board, which ensures that employee perspectives are directly represented in strategic decision-making and targets related to our own workforce. Through this governance structure, employees are actively involved in setting and monitoring these targets. Additionally, employees are informed about relevant targets by local company management. Workers’ representatives participate in all Division Business Boards, where target setting and performance follow-up are regularly discussed, ensuring ongoing engagement in identifying lessons and opportunities for improvement.
Epiroc has a formal agreement with the European Works Council (EWC), which provides a structured framework for employee representation and consultation across its European operations. This agreement ensures that employees are informed and consulted on significant business matters affecting multiple countries within the Group. Through the EWC, union clubs within the EU discuss common focus areas and interact directly with Group Management.
To strengthen our work to achieve zero injuries and highlight the importance of safety and health Epiroc has a Safety and Health Board consisting of leaders from operations. The Board’s mission is to champion safety and health within the Group and to lead, inspire and promote the organization towards an injury-free workplace. The board was active during part of 2025, currently awaiting further development. Employee safety representatives are involved in occupational health and safety decisions and activities. Local safety committees are also organized in various entities. Epiroc Safety Day is held annually for all employees, 2025 year’s theme was shaped by local safety challenges. During Safety Day, employees reviewed local survey results, addressed concerns, and developed action plans tailored to their specific locations. Senior management from divisions participated in seminars centered on safety leadership and culture.
Information and communication
Epiroc has several information and communication channels to ensure that information is identified, captured and communicated in a way and within a time that enables employees and managers to fulfill their responsibilities. These channels include the Group's intranet, the Epiroc Way, business reviews and training.
Epiroc regularly holds a summit for all senior leaders in the Group, with themes aligned with the company strategy. After the summit, local workshops are arranged to identify short- and long-term improvement initiatives. The last summit was held virtually in March 2024 covering topics such as culture, geopolitics and digitalization.
Direct engagement and employee surveys
My Voice, our employee survey, conducted at least once a year across Epiroc Group, measures employee satisfaction as well as leadership. This anonymous and confidential survey helps us understand employee perceptions on how we act, supporting continuous improvement in our culture and leadership. Managers are responsible for the survey outcomes, action planning, and execution. Local General Managers, local human resources teams, the different business lines and functions, regularly follow up to ensure effective implementation of the action plans.
The My Voice 2025 survey included 21 questions covering key elements related to employee engagement. The effectiveness of the survey is reflected in its strong response rate of 84%, with more than 16 000 responses and 4 200 employee comments collected. The results were analyzed and benchmarked against both previous years’ data and external company benchmarks. Overall, the engagement score remained high with an 83% favorability rate, while the leadership Index reached 75%. Compared to the previous year, results improved in 17 areas, with no declines in any scores. Key strengths identified include safety, purpose and the engagement Index. Opportunities for improvement were noted in collaboration and decision-making speed. Additionally Epiroc have introduced a question on diversity and inclusion. With a 78% favorability rate, the vast majority of employees reported that they “feel respected and included” in their workplace. The survey feedback provides a solid foundation to understand our current position and define clear focus areas for future improvement. It also provides insight into the perspectives of different demography and of those who may be under represented.
Direct engagement also includes regular, structured communication with employees at all levels. During the year, 79% (84) of employees had performance development talks with their managers.
International collaboration
As a member of the International Council of Swedish Industry, we promote sustainable and responsible business practices, participating in initiatives like the Swedish Workplace Programme, which uses social dialogue to improve and strengthen relationships between management and employees.