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Annual and Sustainability Report 2025

Nomination Committee Auditor Board of Directors President and CEO, Group Management Divisions Audit Committee Group Internal Audit & Assurance Remuneration Committee Repurchase Committee Shareholders Annual and General Meetings
Deliver products Supplier activities Raw material Manufacturing Own operations Develop, market and sell products and services Produce and assemble products Deliver products Customer activities Customer’s End of product Deliver services
Epiroc’s Purchasing Policy Epiroc’s Vision and Mission 1. Develop sourcing strategies 2. Evaluate suppliers 3. Develop and maintain contracts 4. Develop supplier performance 5. Division- specific processes Self- assessments and supplier visits A. Approve new supplier B. Audit supplier C. Perform business partner reporting D. Report conflict minerals Sustain­ able approved suppliers Equipment, consumables and parts available for Epiroc’s customers at the right time, cost and quality, provided by sustainable and approved suppliers.
Board of Directors President and CEO Divisions Entities Selected ESG-relevant corporate functions Group Management SVP Controlling, Finance and Sustainability (CFO) Group Strategic Sourcing Group Compliance Group HR Group SVP General Counsel SVP Brand & Communication, Human Resources and SHEQ Divisional presidents Internal steering forums (ESG-relevant) Compliance Board CSRD Steering Committee Data Privacy Governance Board Finance Council Safety, Health, Environment and Quality (SHEQ) Council Inclusion and Diversity Board Marketing Council M&A Council People & Leadership Council Production Council R&D Council Sourcing Council Board Committees (ESG-relevant) Audit Committee Remuneration Committee Group Financial Reporting and Control Group M&A and Strategy Group SHEQ

Epiroc’s mixed-fleet operations

Autonomous load/haul

Epiroc equipment (used mainly underground) that is fully autonomous in operation and other OEMs equipment that have ASI Mining and/or RCT’s Guidance /Automation technology with fully autonomous tramming capabilities (surface).

Autonomous drill rigs

Mainly Epiroc equipment that is autonomous in operation, but in some cases need operator for tramming between different areas. Since 2023, RCT mixed-fleet solutions for drill rigs are also included in the number.

Teleremote

Remotely controlled equipment (Epiroc + other OEM), surface and underground using cameras and monitors.

Mixed fleet autonomous load/haul 900+ Mixed-fleet automated drills 1200+ Mixed-fleet teleremote 1350+

In its operations, Epiroc is exposed to a variety of financial risks: funding and liquidity risk, currency risk, interest rate risk and credit risk. The Board of Directors establishes the Group’s financial risk policy, which includes frameworks, rules and guidelines for how to manage the risks. The financial risk policy is reviewed at least annually. The Group has a financial risk management committee (FRMC), that manage the Group’s financial risks within the mandate from the Board of Directors. The members in the FRMC are the CEO, CFO, Group Treasurer and representative from Group Treasury.

Group Treasury has the operational responsibility for financial risk management in the Group. Group Treasury manages and controls financial risk exposures, ensures that appropriate financing is in place through loans and committed credit facilities and manages the Group’s liquidity.

Group Treasury reports to the FRMC quarterly and the FRMC reports to the Audit Committee.

Board of Directors Epiroc AB Policy Financial Risk Management Committee (FRMC) Decisions Group Treasury Executing and monitoring

Epiroc offers the highest Collision Avoidance Level for safer mining operations

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Collision Avoidance Level 9: Intervention If the operator does not act, the system will take interventional control Level 8: Advisory The operator will be advised to slow down or stop Level 7: Alert The operator will be allerted Level 1–6 Basic systems provided 100+ systems provided 3000+
5. Monitoring 2. Risk assessment 4. Information and communication 3. Control activities 1. Control environment
Attractive niches Outperformance Innovation Aftermarket Operational Sustainability and a strong corporate culture Our success is based on sustainability We have a high proportion of recurring business We accelerate the productivity and sustainability transformation in our industry We focus on attractive niches with structural growth We create value for our stakeholders We have a well-proven business model
North America 21% Europe 25% South America 8% Africa/ Middle East 15% Asia/ Australia 31% Revenues 28% Revenues 14% Revenues 12% Revenues 17% Revenues 29% Global presence Share of revenue Average share of employees

Copy of world map for test:

 

North America XX% Europe XX% South America XX% Africa/ Middle East XX% Asia/ Australia XX% Revenues XX% Revenues XX% Revenues XX% Revenues XX% Revenues XX% Global presence Avg shr of employees Share of revenues

 

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