ANNUAL REPORT 2025
AIDER KONSERN
1
REPORT FROM THE
BOARD OF DIRECTORS
2
REPORT FROM THE BOARD OF DIRECTORS 2025 FOR
AIDER KONSERN AS
1. The Company and the Group
Aider Konsern AS is the parent company of the Aider
Group, which provides accounting, advisory and related
technology services. The company is the leading provider
of these services in the Norwegian market, and has
operations in Poland, Sweden, and Denmark. The
company’s registered address is Karl Johans gate 37,
0162 Oslo. The Group primarily invests in companies
delivering outsourced finance functions, advisory services
and technology-enabled solutions to small and medium-
sized enterprises as well as larger organizations.
2025 was a transformative year for Aider. The Group
expanded internationally while further strengthening its
position as a leading professional services firm in Norway.
The year was characterized by continued strong growth,
very high M&A activity, the establishment of new group-
level management capabilities to support international
operations, the launch of new business areas such as
Aider Legal, and significant progress within AI and
automation. In addition, a strong partnership with the
company’s new lead investor Castik Capital was
established, along with the establishment of a renewed
board and group management team, strengthening the
Group’s strategic and financial foundation.
Key intangible resources
Aider’s business model is fundamentally dependent on
several intangible resources which are key sources of
value creation. These include the Group’s customer
relationships and long-term contracts, a strong employer
brand and culture, specialist competence across
accounting, payroll, advisory and technology, and scalable
technology and data capabilities including automation
tools and platforms. The Board considers continued
investments in people, technology, quality processes and
the integration of acquired businesses as central to
maintaining and strengthening these intangible resources.
2. Financial Performance
Group performance
The Group entered 2025 with strong momentum, which
continued throughout the year. Revenues increased from
NOK 1,340 million in 2024 to NOK 1,972 million in 2025,
corresponding to year-on-year growth of 47%. Operating
profit dropped from NOK 100 million in 2024 to NOK 54
million in 2025, representing a substantial decline in
reported profitability. However, EBITDA (see
specifications in Note 3) was less impacted with NOK 159
million reported in 2025 vs NOK 172 million in 2024. The
Board also uses other metrics to gauge its ongoing
operational performance and valuation, including a fully
adjusted EBITDA where also extraordinary costs of the
acquisition activities are taken into account. The financial
performance for 2025 reflects both significant acquisition
contributions and the continued strength of the Group’s
core operations.
Market conditions in 2025 were weaker than compared to
2024, which is reflected in more moderate organic growth.
However, revenue growth was also impacted by the
number of the Group's employees involved with
integration work. Reported margins were impacted by
elevated non-recurring costs related to the execution of
the Group’s strategic initiatives.
These costs primarily relate to external advisors, market
entry initiatives and integration activities following
acquisitions. The Board considers these costs to be linked
to the execution of the Group’s acquisition activities in
2025 and as a result of lower acquisition activity expected
in the next year, anticipates these costs to reduce as the
acquisitions become fully integrated.
Key performance indicators (KPIs)
To support transparent steering and follow-up of
performance, the Group uses a set of financial and
operational KPIs. The Board considers the following KPIs
to be the most relevant for assessing the development in
2025:
• Revenue growth (total and organic), including
the split between acquired and organic
contributions.
• Operating profitability, measuring the
profitability of the underlying operations by using
EBIT (earnings before interest and tax) or
operating profit.
• Cash conversion and liquidity headroom,
including compliance with financing covenants.
• Employee capacity and utilization, reflecting
the balance between customer-facing work and
time spent on internal activities.
• Customer metrics, including retention/churn and
net sales development.
3
Parent company performance
The financial statements of Aider Konsern AS reflect its
role as a holding company. The parent company’s results
are primarily affected by financial income and expenses
related to its investments in subsidiaries and the Group’s
financing structure.
3. Balance Sheet, Liquidity and Financing
The Group’s balance sheet reflects the continued
execution of the M&A strategy throughout 2025. Net
interest-bearing debt increased compared to the previous
year, mainly as a result of acquisition activity and related
financing, including the increase of the bond during the
year to secure funding for strategic growth initiatives.
Bond financing and covenants
The Group’s leverage ratio (net interest-bearing debt to
EBITDA), calculated in accordance with the bond terms
and excluding Aider Legal due to its legal exclusion from
the bond agreement, while including acquisitions
completed during the year, increased in 2025. The
increase reflects the high volume of acquisitions combined
with elevated transaction-related and other non-recurring
costs.
The Board expects the leverage ratio to improve over the
coming periods as acquired companies are fully
consolidated and as acquisition activity is reduced. The
Group was compliant with the minimum liquidity covenant
throughout the year.
The Board assesses that the Group has satisfactory
liquidity and access to financing to support ongoing
operations and planned strategic initiatives.
Financial risk management
During 2025 the Group increased its financial
indebtedness to fund its expansive growth strategy. The
listed bond was increased to NOK 2,070 million, in
addition to increasing other bank debt up to NOK 300
million.
The Group is exposed to financial risks primarily related to
liquidity risk, interest rate risk, credit risk and, following
international expansion, currency risk. The Board monitors
these risks through regular reporting and established
financial policies.
Liquidity risk: The Group seeks to maintain adequate
liquidity reserves and sufficient headroom under
committed facilities and bond covenants to meet
obligations as they fall due.
Interest rate risk: The Group’s financing structure exposes
it to changes in market interest rates. The Group has
evaluated appropriate measures to manage interest rate
exposure, including potential hedging, however has
concluded that it is comfortable for now with exposure to
floating rate interest rates.
Credit risk: Credit risk mainly relates to trade receivables
from customers and counterparty risk on cash
placements. The Group applies credit assessment
routines and follows receivables through systematic
collection processes.
Currency risk: As the Group has established operations
and investments outside Norway, the Group is exposed to
currency risk primarily through the investment earnings
and balance sheet items denominated in foreign
currencies. The main foreign currencies the Group was
exposed to in 2025 was Polish zloty and Swedish krona.
The Board monitors the development and considers
appropriate risk-mitigating measures where relevant.
Further details on financial instruments, See Note 2 in the
consolidated financial statements
4. Strategy and Business Development
M&A and international expansion
M&A activity remained at a historically high level in 2025,
with 36 acquisitions completed during the year. Since
inception, Aider has completed a total of 97 acquisitions,
of which almost half have been completed in the last five
quarters. The increased pace of acquisitions has been
supported by further professionalization of the Group’s
M&A organization and active involvement from the
majority shareholder, Castik Capital. Going into 2026, the
Board expects acquisition activity to be lower as the
company completes the consolidation of many of the
newly acquired entities from 2025.
A key milestone during the year was Aider’s international
expansion, with major initial acquisitions in Sweden,
Denmark and Poland. In addition, the Group signed an
agreement at the end of 2025 to acquire Baker Tilly
Denmark, with closing completed in February 2026. Baker
Tilly Denmark adds more than 150 employees across
Copenhagen, Odense and Sorø and significantly
strengthens Aider’s Nordic platform.
In parallel, the Group expanded its service offering
through the launch of Aider Legal, including the
acquisition of two law firms, positioning Aider as a broader
professional services provider.
Technology, AI and automation
AI and automation are integral parts of Aider’s strategy.
The Group has invested significantly in developing an in-
house data platform that consolidates customer data with
relevant public information. This enables new services
4
such as improved reporting, enhanced customer control
and increased automation, including inbound invoice
automation. The Board believes these initiatives position
the Group well to remain a leading force in the ongoing
transformation of the accounting and business services
industry.
5. Organization and Employees
During 2025, Aider continued to strengthen its
organizational foundation to support growth and increased
complexity. A renewed group management team was
established, including the appointment of a new CFO,
CTO and Head of Best Practices. This has contributed to
the development of a more scalable and professional
operating model.
The Group continued to attract talent across its markets.
Aider’s culture and “People First” philosophy remain
central to its strategy and long-term value creation.
Working environment (HSE) and sick leave
Aider aims to provide a safe, inclusive and motivating
working environment. The Board follows up health, safety
and working environment through management reporting
and systematic measures.
Total sick leave in the Group in 2025 was 5.1% (2024:
4.7%). The Board considers the working environment to
be satisfactory.
Equality and non-discrimination
Aider works actively to promote diversity, equal
opportunities and non-discrimination. The Board believes
that diversity contributes positively to value creation,
recruitment and the ability to serve customers across
markets.
The gender distribution in 2025 was as follows (Group):
Board of Directors: Women 67%, Men 33%
Group management: Women 0%, Men 100%
Employees (FTE): Women 65%, Men 35%
Measures implemented during the year include targeted
recruitment processes, competence development and
leadership follow-up to promote equal opportunities. The
Board will continue to monitor and develop these efforts.
6. Risks and Uncertainties
The Board continuously monitors the Group’s risk
exposure and internal control systems. The overall risk
profile is considered manageable and largely unchanged
compared to previous years. However, the scale,
complexity and international scope of the Group have
increased, which places higher demands on governance,
coordination and control. Key risk areas include:
Growth and integration risk related to acquisitions
Aider has pursued a growth strategy combining organic
development with acquisitions. This strategy entails risks
related to the successful integration of acquired
businesses, including alignment of culture, leadership,
processes, systems, and quality standards. Failure to
integrate acquisitions effectively could result in lower-than-
expected synergies, reduced employee engagement, loss
of key personnel, or weakened service quality.
In addition, rapid growth increases complexity in
management, reporting, and internal controls, and may
strain organizational capacity if not supported by adequate
governance structures and resources. The Board
therefore places emphasis on disciplined acquisition
processes, structured integration plans, clear
accountability, and continuous follow-up to ensure that
growth supports long-term value creation and does not
adversely affect profitability, quality, or compliance.
ICT and data security risk
Aider delivers business‑critical technology and handles
sensitive customer data. The ICT risk landscape is
characterized by rapid technological change, increased
digitalization, and a growing threat of cyber incidents.
Effective management of ICT and data security risk is
therefore a key priority.
To address this, Aider has established a strong central
technology organization with responsibility for ICT
governance, security, and risk management, ensuring
appropriate competence and coordination across the
Group. Aider has chosen not to operate core IT
infrastructure in‑house, but instead relies on external
partners for IT operations. This approach provides access
to specialized expertise but also implies shared
responsibility for risk management, controls, and incident
handling with subcontractors. The Board monitors this risk
through governance frameworks, contractual
arrangements, and ongoing oversight of key suppliers.
Compliance and anti‑money laundering risk
The Board observes that regulatory expectations,
particularly from the Financial Supervisory Authority,
related to anti‑money laundering (AML) and compliance
are increasing. Failure to meet these expectations could
result in regulatory sanctions, reputational damage, or
operational restrictions.
To mitigate this risk, Aider has implemented several
measures to strengthen its compliance framework. Quality
systems have been further developed to facilitate
structured documentation, customer due diligence, and
risk assessments in a unified environment. The Board has
appointed a group‑level Anti‑Money Laundering Officer for
5
SUSTAINABILITY
STATEMENT
6
GENERAL INFORMATION
INTRODUCTION
Aider Konsern AS is a holding company for companies that
provide accounting, advisory services and related IT-services.
The company's address is Karl Johans gate 37, 0162 Oslo.
The company mainly invests in other companies that provide
accounting, advisory and technology services to customers
who outsource all or part of their finance function.
This report marks the second sustainability report audited
according to the requirements of EU’s Corporate Sustainability
Reporting Directive (CSRD) for Aider Konsern AS (hereafter
referred to as Aider). This report covers Aider for the 2025
financial year.
Through a double materiality assessment, we have identified
three key sustainability topics that are most relevant to our
business: E1 – Climate Change, S1 – Own Employees, and G1
– Business Conduct. These areas shape our sustainability
strategy and have led to concrete actions within procurement,
business travel, and policies.
Aider’s role in a sustainable future
Aider is a Norwegian accounting and advisory firm with
operations in Norway, Denmark, Sweden, and Poland. We
support businesses of all sizes—from startups to listed
companies—in navigating financial, operational, and regulatory
challenges.
As expectations and regulatory requirements related to
sustainability continue to evolve, we see it as our responsibility
to help businesses understand and adapt to these changes.
Many of our clients already face sustainability-related demands
from investors, financial institutions, and business partners, and
we aim to ensure they are well-prepared to meet these
expectations. At the same time, our own industry is
transforming, with sustainability reporting becoming an integral
part of financial disclosures and corporate governance.
For the scope of the sustainability statement,, we had 1674
employees and a revenue of NOK 1 954 million, as of
December 31, 2025
Our contribution to the UN Sustainable Development goals
The UN Sustainable Development Goals (SDGs) provide a
global framework for addressing the world’s most pressing
challenges. Aider is committed to contributing to this agenda
through our services, our internal practices, and the way we
support our clients. We focus, particularly on the following
goals:
• Goal 4 – Quality Education: We invest in the next
generation of financial and advisory professionals by
recruiting and developing recent graduates, offering
structured learning opportunities, and supporting
continuous professional development.
• Goal 8 – Decent Work and Economic Growth: We promote
responsible and sustainable business practices in our
own operations and in the services we deliver. By advising
clients on governance, compliance, and sustainable
business models, we contribute to long-term, responsible
economic growth.
• Goal 12 – Responsible Consumption and Production: We
help businesses improve their sustainability reporting,
enabling greater transparency and accountability across
industries.
• Goal 17 – Partnerships for the Goals: We believe
collaboration is essential for driving meaningful change.
Aiders participates in sustainability initiatives such as the
UN Global Compact and collaborates closely with clients,
partners, and stakeholders to accelerate progress toward
shared sustainability objectives.
ESRS 2: CROSS-CUTTING STANDARDS
BP-1 General basis for preparation of the sustainability
statement
The report has been prepared in accordance with the European
Sustainability Reporting Standards (ESRS) as mandated under
the EU Corporate Sustainability Reporting Directive (CSRD).
The statement is prepared on a consolidated basis and
includes Aider AS with all merged acquisitions as of
31.12.2025, as well as the operations in Poland (MDDP
Outsourcing), Ascender AS and Advokatfirmaet Aider Legal
AS. The excluded acquisitions are considered non-significant in
terms of carbon footprint and involve relatively small companies
in both employee count and turnover. Once they are fully
integrated into Aider, they are automatically included within the
scope of the Sustainability Statement..This scope differs from
the financial reporting scope.
The acquired companies operate within the same industry and
service areas as Aider and are therefore not considered to
have a material impact on the company’s double materiality
assessment or other sustainability-related matters for the 2025
reporting year.
Aider AS, Aider Legal and Ascender represent the majority of
total revenue and employees. Therefore, the descriptions of
policies, procedures, handbooks and implementation primarily
reflect the Norwegian operations. Several of these policies and
routines are already in place in Poland, and further
implementation will continue during 2026. Procedures and
policies at MDDP in Poland are addressed separately when
they differ significantly from the corporate policies.
The consolidation and reporting boundary is based on Aider’s
financial control approach. This statement covers Aider’s own
operations as well as relevant upstream and downstream value
chain activities.
Data collection and preparation are conducted through Aider’s
internal systems and validated through established internal
processes, including reviews by responsible functions. No
significant changes have been made to the reporting boundary
or data collection methods compared to the previous reporting
year.
This report has been approved by the Executive Management
Team and Aider’s Board of Directors. The sustainability
statement is subject to limited assurance by EY.
7
BP-2 Disclosures in relation to specific circumstances
Aider applies time horizons in accordance with the definitions
set out in ESRS 1 and has identified no need to deviate from
these.
For our E1-6 disclosures, we have included sector-based
spend estimates for Scope 3 emissions using Morescope’s
environmental economic model, developed by SINTEF. This
model converts financial transaction data into detailed
estimates of consumption-based emissions. Spend-based
calculations in the GHG emissions overview rely on general
emission factors, indirect estimations derived from monetary
values, price variations, and assumptions that may not fully
reflect specific emission sources. Aider is aiming towards
increasing the proportion of activity-based data in our
reporting, but with a large amount of acquisitions we have in
2025 seen a decrease in activity data, See E1-6 table 5 for
further details
All necessary references to relevant standards and
frameworks are included in the report and made available to
the auditor. Aider also reports in accordance with applicable
local legislation, including the Norwegian Transparency Act
(Åpenhetsloven) and the Equality and Anti-Discrimination Act.
Aider does not currently have ESRS-aligned actions, targets,
or policies for the material topics. Actions and targets are
followed up internally by the respective departments and
responsible managers, but they are not formalized in
accordance with ESRS requirements. As Aider continues to
mature its sustainability work, the company will assess the
need for developing more structured and standardized
approaches to policies, actions, and targets in line with ESRS
expectations. Policies are approved by the Board of Directors.
They are integrated into the onboarding and implementation
process when welcoming acquired companies to Aider and
play an important role in ensuring a consistent corporate
culture.
None of the metrics in the sustainability statement have been
verified by a third party, unless otherwise specified in the chapters
covering the material topics.
GOV-1 The role of the administrative, management and
supervisory bodies
The Board of Directors of Aider Konsern AS consists of seven
members, four men (57%) and three women (43%). Two board
members (29%) are employee elected, no independent board
member in 2025. The board collectively brings strong expertise in
accounting, advisory services, and organizational development
across multiple sectors and geographic regions.
The Board of Aider Holding AS holds ultimate responsibility for
sustainability strategy, target setting, approval of the double
materiality assessment, oversight of risks and opportunities, and
adoption of relevant policies.
The Executive Management Team is responsible for implementing
the sustainability strategy, operationalizing measures, and
ensuring compliance with board-approved frameworks.
Responsibility across the ESRS thematic areas is allocated as
follows:
• Governance (G1): The CFO is responsible for governance-
related matters, policies, and processes, supported by the
sustainability team.
• Environmental (E1): The sustainability team leads
environmental topics, including the identification and
management of IROs, supported by specialized reporting
software.
• Social (S1): The HR department is responsible for social
topics, including working conditions, diversity, training, and
associated IROs.
Figure 1: Overview of how sustainability matters are managed at Aider
8
GOV-2 Information provided to, and sustainability matters
addressed by the administrative, management and
supervisory bodies
The Board of Directors and the Executive Management Team
are informed annually about significant sustainability matters,
including impacts, risks, and opportunities related to E1, S1,
and G1.
At present, the Board’s involvement is primarily focused on an
annual review; however, the engagement of the Executive
Management Team has increased during this reporting period.
Throughout the DMA process and the preparation of the
CSRD report, the ESG Manager provided regular updates and
facilitated discussions with the Executive Management Team
at management meetings and supplementary email updates.
Sustainability considerations are gradually becoming more
embedded in Aider’s overall risk management framework and
decision-making processes, supporting a more integrated and
proactive approach to ESG topics.
GOV-3 Integration of sustainability-related performance in
incentive schemes
At present, sustainability-related goals are not directly linked
to incentive schemes or bonus structures for the board or
executive management.
GOV-4 Statement on due diligence
Aider's due diligence process is built on data-driven analysis
and risk assessments towards a more responsible business
practice. Our climate reporting includes a full GHG emissions
overview, while our due-diligence efforts are compliant with
the Norwegian Transparency Act. We have completed a risk
assessment of our supply chain, prioritizing targeted follow-
ups on key suppliers via Factlines and Morescope’s Due
Diligence module. This enables us to identify risks and
implement measures to mitigate them.
We conduct detailed due diligence assessments, particularly
of key supplier categories such as IT equipment, cleaning
services, and catering at our largest offices. Informed by
SASB industry standards and The Norwegian Government
Agency for Financial Management (DFØ)’s high-risk list, we
recognize IT equipment as a high-risk category due to
potential human rights concerns in production.
Supplier surveys help us gather current information on our
suppliers' social and environmental performance. These
surveys cover corporate responsibility, supply chain oversight,
human rights, and anti-corruption.
The insights enable us to identify risks, ensure alignment with
OECD and UN Global Compact guidelines, and collaborate with
suppliers to prevent and mitigate negative impacts.
Our due diligence process follows six key steps based on the
OECD model:
1. Establish accountability through policies and governance
systems.
2. Identify and assess potential negative impacts.
3. Stop, prevent, or mitigate adverse impacts.
4. Monitor implementation and results.
5. Communicate how impacts are managed.
6. Provide or collaborate on remediation and compensation
where necessary
For social matters (S1), we utilize insights from our internal
employee survey to address workforce concerns. We also engage
with both internal and external stakeholders, such as management
and Regnskap Norge, our industry association. The aim of this
engagement is to ensure we focus on the most pressing issues
affecting our business and stakeholders.
Our procurement policy and supplier code of conduct outline
expectations for supply-side contractual partners, emphasizing
both social and environmental sustainability. By adhering to these
principles, we strengthen our commitment to responsible business
practices and sustainable operations. The 2025 due diligence
statement will be published at aider.no, before June 30, 2026.
GOV-5 Risk management and internal controls over
sustainability reporting
We have not integrated our sustainability reporting in our risk
management and internal controls. Sustainability data is prepared
by dedicated internal resources within the sustainability team and
the HR function. These teams are supported by specialized
software for environmental and emissions reporting and software
for ESG Due diligence. This provides structured data collection
and traceability.
Our internal control activities include the four eyes principle,
defined topic owners for each disclosure area, and regular
validation with responsible functions.
9
SBM-1 Strategy, business model and value chain
Aider aims to be a trusted partner for our clients as they
navigate the challenges within our areas of expertise. We
support them in addressing these challenges effectively and
with confidence. Our values People First, Always Simplifying,
and Speed Forward are not just internal principles; they guide
our daily interactions with customers, partners, and
stakeholders.
We serve businesses in the Norwegian, Swedish, Danish, and
Polish markets.
As a service provider within our core disciplines, our primary
upstream inputs are IT, hardware, and cloud suppliers, along
with essential physical resources such as office space and
related services, including cleaning and catering. These inputs
enable the efficient operation of our service organization.
Our own operations comprise the delivery of professional
services within three core areas: Accounting, Advisory, and
Tech.
• Accounting: We deliver a broad range of accounting and
financial services, including payroll, IFRS reporting,
financial statements, and VAT representation.
• Advisory: Our advisory services cover a wide spectrum of
business needs, including legal and financial advisory,
innovation, board work, sustainability, and HR.
• Tech: Our technology expertise spans ERP and business
systems, AI, data, and analytics.
These services are delivered by highly skilled employees
supported by administrative and cross-functional functions
such as HR, marketing, quality, AML, and internal IT.
Our downstream impact lies in the services delivered to clients.
We tailor each delivery to the client’s needs, regulatory
requirements and expected future developments.
The value chain is subject to annual review by executive
management.
We strengthen our own sustainability efforts by building internal
expertise and reporting our progress in accordance with
recognized standards.
At this stage, we do not have sustainability-related goals that are
specific to product or service groups, customer categories,
geographical areas, or stakeholder relationships. If and when such
goals are deemed appropriate, they will be established in
collaboration with our majority owner and largest stakeholder,
Castik Capital.
For a breakdown of our total revenue by sector, see Note 3 in
financial report.
For the total number of employees, see S1-6.
SBM-2 Interests and views of stakeholders
We maintain ongoing dialogue with our stakeholders throughout
the year. . For the DMA process, we have followed a more
structured methodology when engaging with both internal and
external stakeholders. The dialogue was mostly through meetings
and written communication. The stakeholders included the
Working Environment Committee (AMU), our Polish operation,
executive management team, our major shareholder Castik
Capital and Regnskap Norge. This engagement aimed to capture
stakeholder perspectives, particularly on the material topics E1, S1
and G1, on the company’s impacts, opportunities, and risks,
ensuring a well-founded materiality assessment.
No amendments to the strategy and business model were made
based on stakeholder engagement.
Administrative, management, and supervisory bodies are informed
through the preparation of the sustainability statement.
• Procurement of
IT hardware
and cloud
services
• Office leases
and utilities;
cleaning and
catering
services
Upstream Own operations Downstream
Primary Functions
• HR and recruitment
• Quality and AML
• Internal IT
• Accounting
services
• Advisory
services
• Tech
services
Support functions
• HR and recruitment
• Quality and AML
• Internal IT
Figure 2: Aider’s value chain
10
SBM-3 Material impacts, risks and opportunities and their
interaction with strategy and business model
Aider’s materiality assessment highlights key sustainability
factors that influence our operations, financial stability, and
strategic direction.
• E1 Climate change adaptation is a significant
consideration, as our business activities, including IT
usage, office materials, and business travel, contribute to
our environmental footprint. While these are essential for
operations, we continuously explore ways to reduce
emissions and improve energy efficiency to align with
regulatory expectations and long-term sustainability goals.
• As a major employer, S1 Workforce conditions and equal
treatment remain central to our business. Fair salaries,
professional development, and compliance with labour
laws ensure employee engagement and productivity.
However, fluctuating workload needs ongoing attention,
and we actively work to maintain work-life balance and
operational flexibility, at the same time as we continue
giving possibilities for career development and interesting
work. Aiders have a high number of hours used per
employee on training and skill development, but we see a
need to provide a digital learning platform to better ensure
that we have the correct set of courses and to better
monitor progress.
Aider’s material topics
• G1 Corporate culture and corruption and bribery require
transparency and accountability. Aider has established a
whistleblower procedure that allows employees to report
concerns safely, reinforcing ethical business conduct and
mitigating reputational risks. Policies on corruption, bribery,
and compliance ensure alignment with both internal standards
and regulatory requirements. We recognize that there is an
inherent risk for corruption and bribery in our business, and it
requires constant high focus. Aider has had a high rate of
acquisitions thus a focus om implementing corporate culture is
important. The threat of cyber-attacks is always present and
as a company with a huge amount of customer data it is
eminent with continuous attention to this area.
By considering these material topics into our business strategy,
Aider ensures that risks are managed effectively while
sustainability-driven opportunities continue to strengthen our
company’s ability to create value for employees, clients, and other
stakeholders.
Additionally, supplier management is an integral part of our
operations, as we rely on a diverse range of vendors, including IT
providers, software suppliers, and facility service companies.
Responsible procurement practices are essential to mitigating
supply chain risks, particularly as sustainability regulations evolve.
Aider concludes that calculating the anticipated financial effects is
not required and therefore omits this disclosure, in line with the
“quick fix” amendments adopted by the European Commission,
which allow companies to exclude such information for the
relevant reporting periods.
ESRS Topic IRO type Sub-sub-
topic
VCA IRO type/Time
horizon
Description of IRO
ESRS
E1
Climate
Change
E1-1: Climate
change
adaptation
Own
operatio
ns
Actual negative
Impact / Medium term
Our main emission source is in scope 3; Purchased
Goods and Services
E1-2: Climate
change mitigation
Downstr
eam
Potential positive
opportunity/Medium
term
Aider offers sustainability services to range of
customers designed to help their climate change
mitigation.
ESRS
S1
Own
Workfor
ce
S1-1: Working
conditions
S1-1-7
Work Life
Balance
Own
operatio
ns
Actual positive
impact/Medium term
Employees enjoy a large amount of flexibility
through autonomy. Where you work and when.
Potential negative
impact/Medium term
Healthy work-life balance affected by fluctuating
workload. Including work exceeding normal
working hours and idle time
S1-2: Equal
treatment and
opportunities for
all
S1-2-2:
Training
and skills
developme
nt
Actual negative
impact/Medium term
Insufficiently integrated and scalable
digital learning structure
ESRS
G1
Business
conduct
Corporate culture
Own
operatio
ns
Potential negative
impact/Medium term
A high rate of acquisitions and growth might pose
difficulties in implementing and maintaining the
same corporate culture
Corruption and
bribery
Prevention
and
detection
including
training
Potential negative
risk/Short term
Aider handles transactions and purchases for
customers and it is an inherent risk of bribery and
corruption
Potential negative
risk/Short term
Cyber attacks are a constant risk and Aider have a
continuous focus on detection and prevention.
Table 1: Aider’s material impacts, risks, and opportunities
11
DOUBLE MATERIALITY ASSESSMENT
IRO-1 Description of the processes to identify and assess
material impacts, risks, and opportunities.
Purpose and scope
Aider’s double materiality assessment (DMA) identifies (i)
significant actual and potential impacts connected to Aider’s
core activities, including accounting and business advisory
services and the broader value chain, and (ii) the financial
risks and opportunities arising from those impacts. The DMA
covers Aider’s own operations as well as relevant upstream
and downstream value chain activities.
The assessment informs Aider’s strategy, target-setting, risk
management, governance, and CSRD reporting. For the 2025
reporting cycle, Aider renewed and strengthened its DMA
methodology and conducted a bottom-up process that
provided more granular insights and improved data quality.
We identified two potential negative risks within the IRO
category Corruption and Bribery, specifically under the
sub-topic Prevention and Detection, including Training. These
risks have been assessed as high-priority and are treated with
the same level of significance as other material risk types
within Aider.
Governance
The Head of Sustainability Services owns and maintains the
DMA methodology. The CFO and HR Leader are accountable
for the accuracy, completeness and follow-up of indicators
and actions within their respective domains.
Results of the DMA, including identified impacts, risks and
opportunities, are reviewed by the Executive Management
Team and formally approved by the Board of Directors.
Method
We applied a structured four-step DMA process aligned with
ESRS requirements.
• Understanding context: Mapping business activities,
value-chain relationships, stakeholders, and sustainability
topics.
• Identify IROs: Identifying potential actual and future
impacts, risks and opportunities through internal
workshops, interviews, and data analysis.
• Assessing materiality: We apply severity and likelihood
criteria to evaluate actual and potential impacts, and
financial materiality criteria to assess related risks and
opportunities. Dependencies on environmental and social
resources are also considered as part of the assessment.
• Decide and follow-up: Calibration with management,
validation by expert stakeholders, and annual review.
Impacts were assessed by scale, scope, irremediable
character, probability, and time horizon. Each dimension was
scored, and the aggregated score determined whether a topic
was material. The threshold for materiality was a score of 20
and above.
Risks and opportunities were assessed by estimated financial
effects, likelihood, and time horizon. A weighted scoring model
determined whether risks or opportunities were deemed
material. The threshold for materiality was a score of 20 and
above.
Process and involvement
We followed a structured and documented process with
involvement of key personnel and stakeholders.
The process is illustrated below:
Internal involvement
• The sustainability team, CFO and HR through dedicated E, S
and G workshops
• Topic specific consultation with the Recruitment Manager,
GDPR Manager and Quality Manager
• Critical risks from Aiders Operational Risk Review informed
the DMA process and gave valuable input.
• Regular alignment with the Executive Management Team
• Formal approval of DMA and final IRO’s from The Executive
Board
External involvement
• Input from Aider’s owners’ ESG representatives (Castik)
• Involvement of stakeholders with topic specific expertise
• Engagement with internal employees through surveys and
dialogues
• Value chain insights incorporated through supplier
assessments.
Stakeholder engagement
Our DMA relies on active stakeholder engagement to ensure our
evaluation of sustainability impacts is comprehensive.
Stakeholders were introduced to our DMA process and a complete
list of preliminary material topics and given opportunity to
comment on all topics. Finally, the different stakeholders were
engaged in a targeted discussion on the topic(s) related to their
domain of expertise.
E1 – Climate impacts: Full carbon accounting completed using
Morescope, with data and analysis provided by the sustainability
team.
S1 – Social and workforce topics: Insights collected through
internal employee surveys, structured discussions with HR in
Norway and Poland, and input from the Working Environment
Committee (AMU) regarding workload, work-life balance, and skill
development.
G1 – Business conduct: Alignment with the CFO and Quality
Management to assess governance-related risks.
Following this process, the topics E1 (Climate change), S1 (Own
workforce), and G1 (Business conduct) were assessed as material
for this reporting period.
DMA start
Activities in E, S
and G
Scoring of impact
Scoring of
financial effect
Preliminary IRO’s
Stakeholder
engagement
Final IRO
Auditor
approval
Board/
management
approval
Figure 3: Double materiality process
12
IRO-2 Disclosure Requirements in ESRS covered by the
undertaking’s sustainability statements.
This section sets out which ESRS disclosure requirements
Aider covers in this reporting cycle, based on our double
materiality outcomes. The table below maps each topic to the
relevant sub-topic and the specific disclosure requirements
addressed.
A complete ESRS index, along with an overview of all
datapoints derived from other EU legislation, is provided in the
appendix under “List of datapoints that derive from other EU
legislation”.
Table 2: Overview of topic and subtopics and disclosure requirements addressed.
Topic Sub-topic Disclosure
requirements
ESRS 2 – General
requirements
Basis for preparation
Goverance
Strategy
IRO Management
BP-1, BP-2
GOV-1-5
SBM-1-3
IRO-1, IRO-2
E1 – Climate change Climate change
mitigation
E1-1-6
S1 – Own Workforce Working conditions
Equal treatment
S1-1-7, S1-11-17
S1-1
G1 – Business Conduct Corporate Culture
Corruption and bribery
G-1-1
G1-2-4
13
ENVIRONMENTAL INFORMATION
E1: CLIMATE CHANGE
E1.GOV-3: Explanation of climate-related considerations that
are factored into remuneration of members of administrative,
management and supervisory bodies
Aider does not have any incentive schemes where climate related
considerations are included in the remuneration of management.
Consequently, no part of the remuneration is linked to GHG
reduction targets or other climate related performance measures.
E1-1: Transition plan for climate change mitigation
Aider does not currently have a formal transition plan for climate
change mitigation. The company will continue to assess the need
for such a plan in line with evolving regulatory requirements and
industry expectations. Future development of climate related
governance, policies and measures will be carried out in
collaboration with our majority owner, Castik Capital.
E1.SBM-3 Material impacts, risks and opportunities and their
interaction with strategy and business model
Aider has not conducted a formal climate resilience analysis or
climate related scenario analysis. The climate resilience
information presented below is therefore based on qualitative
assessments from our double-materiality process and our general
risk management practices.
Impact, risk and opportunity management
The DMA identified one negative impact and one positive
opportunity related to climate change, and no climate-related
physical or transitional risks.
As part of our DMA, we assessed the physical risk of electricity
outages due to extreme weather, as well as the transition risk of
electricity shortages linked to grid capacity. These risks were
considered non-material to our business model. Aider operates
offices based professional services model with no production
assets, and our exposure to physical climate hazards is therefore
low. Potential impacts relate mainly to temporary disruptions in
infrastructure or digital services rather than direct impacts on our
operations.
Transition risks are primarily regulatory, including developments in
sustainability reporting requirements. Our DMA also identified a
positive material opportunity linked to our sustainability services,
where we support clients with carbon accounting, climate targets,
environmental reporting, and EU Taxonomy. This represents a
positive contribution to climate change mitigation.
Our climate related IROs mainly stem from our upstream value
chain. Emissions are primarily Scope 3 sources, where emissions
from purchased goods and services were identified as material.
We also have indirect emissions from sources such as employee
commuting, business travel, and purchased electricity. These
factors do not influence Aider’s strategic direction, but they shape
how we manage procurement, travel, and operational decisions
through our ESG, travel, and procurement policies.
Aider’s strategy focuses on delivering accounting, technology, and
advisory services and expanding our presence where our
customers are. Based on our current business model and risk
profile, we consider the strategy to be climate resilient in the short
and medium term.
E1.IRO-1: Description of the processes to identify and assess
material climate-related impacts, risks and opportunities
Aider identifies climate related impacts, risks and opportunities
through our double materiality assessment. The process was
carried out by members of the sustainability team and informed by
input from internal and external stakeholders. Material Climate-
related IRO's have a medium-term time horizon of 2 to 5 years.
The assessment included a screening of Aider’s own operations
and value chain. This covered purchased goods and services,
office operations, business travel, employee commuting and
activities linked to the delivery of our services. Impacts were
evaluated based on relevance and scale, with Scope 3 emissions
from purchased goods and services identified as the most material
impact.
Aider has not conducted climate related scenario analysis. The
identification and assessment of climate related risks were
therefore performed using qualitative judgement. Potential
physical risks and transition risks were assessed within the DMA
process, together with opportunities related to sustainability
advisory services.
E1-2: Policies related to climate change mitigation and
adaptation
Aider does not currently have formal policies related to climate
change mitigation or climate change adaptation. Climate related
considerations are addressed through our ESG services,
procurement and travel policies, which guide how we manage
emissions and operational decisions. More formal climate specific
policies may be developed over time as our work in this area
progresses.
E1-3: Actions and resources in relations to climate change
policies
Aider does not currently have ESRS-aligned actions or dedicated
resources linked to climate-specific mitigation or adaptation
policies. Existing activities are limited to measures that support
general ESG practices, such as responsible procurement and
monitoring of emissions data. As our governance and data
foundation develops, we will evaluate the need for more targeted
actions and allocation of resources.
E1-4: Targets related to climate change mitigations and
adaptation
Aider does not currently have climate-specific targets related to
mitigation or adaptation. As our policies mature and our data
quality improves, we will be better positioned to determine
appropriate target areas and set meaningful objectives in line with
our material impacts.
Climate-related IROs
➢ GHG emissions from purchased goods and services
• Indirect GHG emissions resulting from procurements
in our upstream value chain.
➢ Sustainability as a service
• The delivery of consulting services to customers,
including carbon accounting, climate mitigation
targets, environmental reporting, EU taxonomy
compliance, and the Norwegian Transparency Act.
14
E1-5: Energy consumption and mix
Our energy consumption consists solely of purchased electricity
and heat used in our office buildings. Activity data is collected from
Elhub for locations with available metering. For locations without
meters or where data could not be obtained, consumption has
been estimated based on spend and the average local spot price.
Activity based data represents 18 % of total consumption; in 2024
the share was 16 %.
Most of our offices are located in Norway.
While the Norwegian national electricity mix is predominantly
renewable, we do not purchase Guarantees of Origin. Under
ESRS requirements, we must therefore apply a conservative
classification when reporting purchased electricity and heat. This
means all energy consumption must be reported as fossil based,
even if the actual Norwegian energy mix is predominantly
renewable. This approach was not used in 2024, when we
estimated electricity sources using statistics from NVE.
Energy consumption and mix
The conservative classification required by the ESRS does not
reflect the reality of the Norwegian energy market or our total
energy mix. Using data from the International Energy Agency
(IEA) to calculate our energy mix would have provided a more
accurate, comparable and consistent representation of our actual
electricity consumption. The Polish energy mix differs significantly
from the Norwegian one. According to the IEA, Poland’s electricity
mix contains approximately 30.3% renewable energy, compared
with 99% in Norway.
Our Polish office, however, accounts for only about 2% of Aider’s
total energy consumption and therefore has a minimal impact on
our overall energy mix.
E1-6: Gross Scopes 1,2,3 and Total GHG emissions
Our carbon accounting is based on the GHG Protocol
methodology, covering the company’s Scope 1, Scope 2 and
Scope 3 emissions. We have conducted a full screening of all
relevant emission sources. Categories excluded from the GHG
inventory are listed in the table below, together with an explanation
for their exclusion. These exclusions are consistent with previous
reporting years (2023 and 2024).
Screening of scope category
2024 2025
Total energy consumption from fossil
sources (MWh) according to conservative
ESRS requirement
94,54 4454,66
Share of fossil sources in total
energy consumption (%)
according to conservative ESRS
requirement
3% 100%
Total energy consumption from nuclear
sources (MWh)
54,13 0
Share of nuclear sources in total
energy consumption (%)
2% 0%
Fuel consumption from renewable sources 0 0
Consumption of purchased or acquired
electricity, heat, steam, and cooling from
renewable sources
0 0
Consumption of self-generated non-fuel
renewable energy
0 0
Total renewable energy consumption
(MWh) according to conservative ESRS
requirement
2 971 0
Share of renewable sources in
total energy consumption (%)
according to conservative ESRS
requirement
95% 0%
Total energy consumption (MWh) according
to conservative ESRS requirement
3 120 4454,66
Category Included Comment
Scope 1 Owned/
controlled
sources
Yes Required category, but
we have no Scope 1
emissions
Scope 2 Purchased
energy
Yes Electricity and heat used
in office buildings
Scope 3 -
Upstream
Purchased
goods and
services
Yes Spend-based emissions
from all purchased
goods and services
Capital goods No No capital goods
procured in 2025
Fuel- and
energy-
related
activities
Yes Spend-based emissions
related to the purchased
electricity and heat
Upstream
transportation
and
distribution
Yes Spend-based emissions
from transportation
services
Waste
generated in
operations
Yes Spend-based emissions
from waste management
Business
travel
Yes Data derived from travel
expenditures
Employee
commuting
Yes Data derived from
employee survey
Upstream
leased assets
Yes Spend-based emissions
from leased office assets
Scope 3 –
Down-
stream
Downstream
transportation
and
distribution
No No products are
transported
Processing of
sold products
No No products are
processed
Use of sold
products
No No products or services
generate Scope 1 or 2
emissions for end-users
End-of-life
treatment of
sold products
No No products require end-
of-life treatment
Downstream
leased assets
No No rental equipment or
similar activities
Franchises No No franchises
Investments No No investments
generating emissions
Table 3: Energy consumption and mix.
Table 4: Screening of scope categories.
15
Methodology
Aider’s greenhouse gas inventory is prepared using Morescope, a
recognized system developed by SINTEF. Emissions are
calculated in accordance with the GHG Protocol, using
Morescope’s Environmental Economic Model (MEEM). MEEM is
a leading Environmentally Extended Multi Regional Input Output
model that converts financial transactions into detailed spend
based emission estimates. It accounts for specific emission
intensities, global trade relations, and production technologies.
This provides a data driven and consistent approach to emissions
analysis. As part of our quality assurance procedures, we review
the spend based results by examining the supplier list and
confirming that each transaction is assigned to the correct
emission category. Emissions for each greenhouse gas (CO2,
CH4, N2O, and others) are calculated separately and converted
to CO2 equivalents using their global warming potential. Aider has
no significant biogenic emissions in Scope 1, 2, or 3.
Scope 1
Aider has no direct emissions.
Scope 2
Data for purchased electricity is obtained through Elhub, providing
activity data for most office locations. For offices where an Elhub
integration was not possible, emissions are calculated using a
spend based approach based on transaction data from our
financial systems. As well as headcount multiplied by average
kwh per employee where there was no discernible way to split
electricity consumption from office rent. The headcount estimates
ensures 100% coverage of electricity use from our offices and the
estimates constitutes 14,3% of the total Norwegian Scope 2
emissions. Due to this change in estimation method as well as
rapid growth in the size of Aider, there is a significant increase in
relative change from 2024 to 2025. The emission factors for this
scope are primarily from the Morescope/Sintef emission library
and factors from NVE for Norway and AIB (Association of issuing
bodies) for Poland
Scope 3
For most Scope 3 categories, we use a spend based approach
based on financial transactions. Business travel is calculated
using employee expenses and estimated based on available
travel details and spend based calculations. Employee
commuting is based on data gathered through an employee
survey. The emission factors for this scope are primarily from
the Defra emission library.
Data quality and uncertainty
One of our priorities in carbon accounting is increasing the share
of activity data. Since most of Aider’s emissions fall under
Scope 3, where primary data is often difficult to obtain, a large share of
our footprint is calculated using the spend based approach. The portion
of Scope 3 emissions based on activity data comes mainly from
employee commuting, collected through an employee survey. About half
of employees responded, and the remaining share was estimated by
extrapolating the survey results.
Activity data for Scope 2 emissions shows a decrease in 2025 due to
significant growth and acquisitions, as well as slower pace in the EL-Hub
integration process. Consequently, a larger amount of data has been
estimated for 2025.The table below shows the share of activity data
used in Scope 1, 2, and 3 calculations and how this share has evolved
over time
Share of activity data:
Using a spend based approach introduces more uncertainty, because it
relies on generic emission factors that may not fully reflect our suppliers
or the specific goods and services we purchase. To reduce this
uncertainty, we rely on MEEM to apply the most accurate emission
factors available, based on each supplier’s NACE code classification.
Location-based vs market-based GHG emissions
Scope 2 emissions are calculated using both location-based and
market-based approaches.
The location-based method reflects the average carbon intensity of the
electricity grids in Norway and Poland. The market-based method
reflects the carbon intensity associated with supplier specific contracts
and calculating using residual mix from NVE and AIB.
Because the Norwegian grid is predominantly renewable, the location-
based emission factor is very low (0.0119 tCO₂e per MWh). Without
purchasing Guarantees of Origin (GoOs), the market-based emission
factor is substantially higher (0.535 tCO₂e per MWh). This difference
results from the way GoOs function: Norwegian renewable electricity is
accompanied by GoOs that are sold to consumers in other countries.
When GoOs are exported, the associated renewable attributes also
leave Norway, which increases the carbon intensity of the domestic
residual mix for companies that do not purchase GoOs.Total GHG
emissions in table below:
2024 2025
Scope 1 and 2 57,5% 14,7%
Scope 3 23,5% 9%
2023 (Base year) 2024 2025
Relative change
(2025/2024 (%)
Scope 1
Gross Scope 1 GHG emissions (tCO2e) 0.00 0.00 0.00 -
Scope 2
Gross location-based Scope 2 GHG emissions (tCO2e) 8.94 10.14 93,33
820,41%
Gross market-based Scope 2 GHG emissions (tCO2e) - 266.00 2404,74
804,04%
Scope 3
Total Gross indirect Scope 3 GHG emissions (tCO2e) 2509.06 3227.62 7429.00
130.17%
1 Purchased goods and services 1910.18 2355.62 6609.00
180.56%
3 Fuel and energy-related activities (not included in Scope 1 and 2) 0.85 3.05 5.10
67.21%
4 Upstream transportation and distribution 20.60 11.19 13.90
24.22%
5 Waste generated in operations 10.74 17.16 3.00
-82.52%
6 Business travel 103.32 225.83 145.00
-35.79%
7 Employee commuting 452.24 592.48 605.00
2.11%
8 Upstream leased assets 11.13 22.29 48.00
115.34%
Total GHG emissions
Total GHG emissions (location-based) (tCO2e) 2518.00 3237.76 7522,33
132,33%
Total GHG emissions (market-based) (tCO2e) - 3493.62 9833,74
181,48%
Table 5: Share of activity data:
Table 5: Total GHG emissions
16
Total GHG emissions increased across both Scope 2 and Scope
3 from 2024 to 2025, mainly driven by strong business growth.
The reported 82,52 % reduction in Scope 3 category 5 is not a
real decrease. We identified a categorization error where a
supplier that should have been placed in category 3.1 was
mistakenly reported under category 3.5 in 2023 and 2024. This
was corrected in 2025, which is why the data appears as a
reduction.
Category 3.6 shows a 35.79 % decrease. This is supported by
the underlying data and is primarily due to reduced business
travel. A lower travel emission factor also contributes to part of
the decline.
GHG intensity
The GHG intensity based on net revenue is calculated by
dividing total gross Scope 1, Scope 2, and Scope 3 emissions by
our reported net revenue, which is 1 954 MNOK. This figure
aligns with the net revenue reported in table 9 under the EU
Taxonomy KPI tables on page 71.
EU TAXONOMY
General information
This section presents Aiders reporting on economic activities and
related key performance indicators (KPIs) in accordance with the
EU Taxonomy Regulation (EU 2020/852) and its delegated acts.
The scope of the taxonomy follows the same scope as the rest of
the sustainability statement and includes Aider AS with all
merged acquisitions as of 31.12.2025, as well as the operations
in Poland (MDDP Outsourcing), Ascender AS and
Advokatfirmaet Aider Legal AS. The financial figures in the
taxonomy therefore differ from the financial report.
All assessments have been made based on the data available at
the time of reporting. Information has been gathered from
relevant personnel within the company, and the accounting
department provided the underlying figures for KPI calculations.
No materiality threshold has been applied in the assessment,
and all relevant activities and financial data have been
considered regardless of size.
On 9th of January, the Norwegian Financial Supervisory
Authority announced that Norwegian undertakings may elect to
apply the simplifications in the taxonomy introduced under the
Omnibus I Directive. In preparing this report, we have chosen to
continue reporting in accordance with the previous regulatory
framework and have not applied these simplifications.
EU Taxonomy Background and scope
The EU taxonomy is a classification system designed to define
which economic activities can be considered environmentally
sustainable.
EU Taxonomy Background and scope
The EU taxonomy is a classification system designed to define
which economic activities can be considered environmentally
sustainable.
The EU taxonomy framework (EU taxonomy Regulation
2020/852) primary goal is to redirect investments towards
sustainable projects. Contributing to the achievement of the
European Union's 2030 climate and environmental goals and
advancing the objectives outlined in the European Green Deal.
Our assessment below is in compliance with the regulation EU
2020/852 and the associated amendments to the annexes of
the Disclosure Delegated Act, introduced on the 27th of June
2023.
The Taxonomy Regulation establishes four key conditions for
an economic activity to be considered environmentally
sustainable. First, it must make a substantial contribution to at
least one environmental objective. Second, it must not cause
significant harm to any of the other five environmental
objectives. Third, it must comply with minimum safeguards,
ensuring adherence to social and governance standards.
Finally, it must meet the technical screening criteria set out in
the Taxonomy Delegated Acts.
Technical screening procedures
Aider has implemented the assessment of technical screening
criteria for the environmental objectives; 1. Climate Change
Mitigation, 2. Climate Change Adaptation, 3. Water and Marine
Resources, 4. Circular Economy, 5. Pollution Prevention and
Control, and 6. Biodiversity and Ecosystems according to the
EU Taxonomy.
An economic activity contributes substantially to the
environmental objective climate change mitigation where that
activity complies with the technical criteria for substantial
contribution to the stabilization of greenhouse gas
concentrations in the atmosphere at a level consistent with the
Paris Agreement.
Eligible and aligned economic activities.
Aider has established that economic activities qualify as eligible
if they can be assessed against the technical screening criteria
set out in the Climate Delegated Act and the Environmental
Delegated Act, and if they have the potential to be or become
taxonomy aligned. We have identified the following economic
activity as eligible for EU taxonomy reporting for the fiscal year
2025:
CCM 7.7 Acquisition and Ownership of Buildings
Reporting related to activity 7.7 will be conducted for the first
time for the fiscal year 2025. Aider rents offices in four
countries, and based on the scope, it is the offices in Norway
and Poland that fall under this category. In Norway there are 55
offices and in Poland there is 2. This activity covers investment
activities in connection with construction, expansion, and
refurbishment of rented offices. The work related to these
buildings is conducted by external companies. Under IFRS 16,
the right-of-use assets for leased offices are capitalized, which
is why rented offices are included under this activity.
This activity was not included in last year’s report. For FY2025,
new assessments have been conducted towards this activity,
taking into account the EU’s clarification regarding activity 7.7.
In the Commission notice on the interpretation and
implementation of the EU Taxonomy, under FAQ 17, it is
clarified that right-of-use assets being leased are included in
the calculation of the activity 7.7 KPI.
Evaluated activities which were not evaluated as eligible
Several activities were assessed against the eligibility criteria.
Following a comprehensive review of Aiders operations and
services, these activities were ultimately classified as non-
eligible. The activities in question are Activity 6.5 (Transport by
motorbikes, passenger cars, and light commercial vehicles),
Activity 8.1 (Data processing, hosting, and related services),
Activity 8.2 (Computer programming, consultancy, and related
services), and Activity 4.1 (Provision of IT/OT data-driven
solutions). They were deemed non-eligible because they do not
meet the taxonomy technical requirements, fall outside Aider’s
core business, or relate to functions for which Aider
intentionally engages external service providers.
Last year, we reported on activity 8.2, Data-driven solutions for
GHG emissions reductions. Following a reassessment for
FY2025, we have determined that the activity no longer meets
the defined activity criteria and, as a result, is not included in
this year’s report.
2024
2025
-based)
2,4 tCO2e/MNOK
3,85 tCO2e/MNOK
-based)
2,6 tCO2e/MNOK
5,03 tCO2e/MNOK
Table 6:GHG intensity
17
Determining whether eligible activities are aligned with the
taxonomy criteria
The EU Taxonomy regulation sets out three overarching
conditions that an economic activity must meet in order to qualify
as environmentally sustainable. Firstly, the activity must do a
substantial contribution to at least one of the six environmental
objectives, Secondly, the activity must do no significant harm
(DSNH) to any of the other five environmental objectives. Third,
the company must comply with the minimum safeguards. For the
first and the second conditions the activity must comply with the
technical screening criteria set out in the Taxonomy Delegated
Acts.
The DNSH criteria for climate change adaptation, as outlined in
Appendix A related to climate risk assessment, has not been
conducted for activity 7.7. Since this activity fails to meet the
alignment requirement, no further assessment has been
conducted. Aider therefore has no activities classified as
taxonomy-aligned for fiscal year 2025.
Minimum Safeguards
The minimum safeguards are built on four essential pillars:
human rights, taxation, corruption, and fair competition. These
pillars underscore the EU’s dedication to promoting responsible
and sustainable economic practices.
Aider, and its subsidiaries, is committed to conducting business
in a responsible and upright manner and to respect human rights
through our activities, in line with the Aider’s Values. We endorse
the principles of the UN Guiding Principles on Business and
Human Rights. We implement our commitment to these through
our Code of Conduct, and other internal policies and procedures.
No principal adverse impacts related to Minimum Safeguards
have been identified in the assessment. Relevant policies and
procedures are in place to ensure compliance with social and
governance standards.
KPIs
The turnover KPI is calculated as Taxonomy-eligible turnover
divided by total turnover. Similarly, the CapEx KPI is determined
by dividing Taxonomy-eligible CapEx by total CapEx. The OpEx
KPI is measured as Taxonomy-eligible OpEx divided by total
OpEx, in accordance with the EU Taxonomy legislation. Total
turnover, CapEx, and OpEx are calculated based on subsidiaries
that fall within the scope of the sustainability statement and not in
the scope of the financial statement. Consequently, the figures in
the taxonomy report will differ from those reported in the financial
statements.
Revenue is defined as Aider's total income from customer
contracts and other sources, based on the consolidated revenue
within the defined scope for the fiscal year 2025. CapEx includes
additions to tangible and intangible assets during the financial
year, accounting for acquisitions while excluding depreciation
and amortization. The OpEx KPI aligns with the EU Taxonomy
under Article 8 Delegated Act, Annex I, section 1.1.3.2, covering
expenditures related to day-to-day servicing towards research
and development, building renovations, short-term leasing, and
repair and maintenance.
Double counting
The company has implemented measures to avoid double
counting across the Turnover, CapEx, and OpEx KPIs.
Separate calculation bases are applied for each KPI, and the
underlying datasets are kept distinct. In addition, data is
sourced from different accounts in the financial statements for
each KPI, ensuring that the same transaction is not included
multiple times within the same KPI. This approach ensures that
each economic activity is only reflected once per KPI and
prevents any overlap that could result in double counting.
Nuclear and fossil gas related activities
Row Nuclear energy-related activities Yes/No
1 The undertaking carries out, funds or has
exposures to research, development,
demonstration, and deployment of innovative
electricity generation facilities that produce
energy from nuclear processes with minimal
waste from the fuel cycle.
No
2 The undertaking carries out, funds or has
exposures to construction and safe operation of
new nuclear installations to produce electricity
or process heat, including for the purposes of
district heating or industrial processes such as
hydrogen production, as well as their safety
upgrades, using best available technologies.
No
3 The undertaking carries out, funds or has
exposures to safe operation of existing nuclear
installations that produce electricity or process
heat, including for the purposes of district
heating or industrial processes such as
hydrogen production from nuclear energy, as
well as their safety upgrades
No
Fossil gas related activities
4 The undertaking carries out, funds or has
exposures to construction or operation of
electricity generation facilities that produce
electricity using fossil gaseous fuels.
No
5 The undertaking carries out, funds or has
exposures to construction, refurbishment, and
operation of combined heat/cool and power
generation facilities using fossil gaseous fuels.
No
6 The undertaking carries out, funds or has
exposures to construction, refurbishment and
operation of heat generation facilities that
produce heat/cool using fossil gaseous fuels.
No
Table 7: Nuclear and fossil gas related activities
18
Taxonomy KPI Tables
TURNOVER
CAPEX
Table 8: Turnover KPI Table
Table 9: CapEx KPI Table
Financial year 2025
Economic Activities (1) Code (2) Turnover (3)
Proportion of Turnover
{2023} (4)
Climate Change
Mitigation (5)
Climate Change
Adaptation (6)
Water (7)
Pollution (8)
Circular Economy (9)
Biodiversity (10)
Climate Change
Mitigation (11)
Climate Change
Adaptation (12)
Water (13)
Pollution (14)
Circular Economy (15)
Biodiversity (16)
(Amount in NOK 1000) %
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
0 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0%
Y Y Y Y Y Y Y
0 0,0%
0,0% 0,0% 0,0% 0,0% 0,0% 0,0%
Y Y Y Y Y Y Y
E
0
0,0% 0,0%
Y Y Y Y Y Y Y
T
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
Acqusition and ownership of buildings
CCM 7.7 4 0,2% EL N/EL N/EL N/EL N/EL N/EL N/A*
4 0,2% 0,2% 0,0% 0,0% 0,0% 0,0% 0,0% N/A
4 0,2% 0,2% 0,0% 0,0% 0,0% 0,0% 0,0% N/A
1 950 99,8%
1 954 100 %
*Activity not reported in the 2024 taxonomy
Proportion of
Taxonomy-
aligned (A.1.)
or -eligible
(A.2.) turnover,
year 2023 (18)
A. Turnover of Taxonomy-eligible activities (A.1. + A.2.)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
Turnover of Taxonomy-non-eligible activities
TOTAL
Of which enabling
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Environmentally sustainable activities (Taxonomy-aligned)
Turnover of environmentally sustainable activities (Taxonomy-
aligned) (A.1)
Year Substantial Contribution Criteria
DNSH criteria
("Does Not Significantly Harm")
Of which transitional
A.2. Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
Turnover of Taxonomy-eligible but not environmentally
sustainable activities (not Taxonomy-aligned activities) (A.2)
Category
(enabling
activity)
(19)
Category
(transitiona
l
activity)
(20)
Minimum Safeguards (17)
Financial year 2025
Economic Activities (1) Code (2) CapEx (3)
Proportion of CapEx
{2023} (4)
Climate Change
Mitigation (5)
Climate Change
Adaptation (6)
Water (7)
Pollution (8)
Circular Economy (9)
Biodiversity (10)
Climate Change
Mitigation (11)
Climate Change
Adaptation (12)
Water (13)
Pollution (14)
Circular Economy (15)
Biodiversity (16)
(Amount in NOK 1000) %
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
0 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0%
Y Y Y Y Y Y Y
0 0,0%
0,0% 0,0% 0,0% 0,0% 0,0% 0,0%
Y Y Y Y Y Y Y
E
0
0,0% 0,0%
Y Y Y Y Y Y Y
T
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
Acqusition and ownership of buildings
CCM 7.7 49 800 43,0% EL N/EL N/EL N/EL N/EL N/EL N/A*
49 800 43,0% 43,0% 0,0% 0,0% 0,0% 0,0% 0,0% N/A
49 800 43,0% 43,0% 0,0% 0,0% 0,0% 0,0% 0,0% N/A
65 975 57,0%
115 775 100 %
*Activity not reported in the 2024 taxonomy
Category
(enabling
activity)
(19)
Category
(transitiona
l
activity)
(20)
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Environmentally sustainable activities (Taxonomy-aligned)
CapEx of environmentally sustainable activities (Taxonomy-
aligned) (A.1)
Year Substantial Contribution Criteria
DNSH criteria
("Does Not Significantly Harm")
Minimum Safeguards (17)
Proportion of
Taxonomy-
aligned (A.1.)
or -eligible
(A.2.) capex,
year 2023 (18)
Of which enabling
Of which transitional
A.2. Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
CapEx of Taxonomy-eligible but not environmentally sustainable
activities (not Taxonomy-aligned activities) (A.2)
A. CapEx of Taxonomy-eligible activities (A.1. + A.2.)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
CapEx of Taxonomy-non-eligible activities
TOTAL
19
Taxonomy KPI Tables
OPEX
Table 10: OpEx KPI Table
Financial year 2025
Economic Activities (1) Code (2) OpEx (3)
Proportion of OpEx
{2023} (4)
Climate Change
Mitigation (5)
Climate Change
Adaptation (6)
Water (7)
Pollution (8)
Circular Economy (9)
Biodiversity (10)
Climate Change
Mitigation (11)
Climate Change
Adaptation (12)
Water (13)
Pollution (14)
Circular Economy (15)
Biodiversity (16)
(Amount in NOK 1000) %
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y; N;
N/EL
Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E T
0 0,0% 0,0% 0,0% 0,0% 0,0% 0,0% 0,0%
Y Y Y Y Y Y Y
0 0,0%
0,0% 0,0% 0,0% 0,0% 0,0% 0,0%
Y Y Y Y Y Y Y
E
0
0,0% 0,0%
Y Y Y Y Y Y Y
T
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
EL;
N/EL
Acqusition and ownership of buildings
CCM 7.7 0,4 1,4% EL N/EL N/EL N/EL N/EL N/EL N/A*
0 1,4% 1,4% 0,0% 0,0% 0,0% 0,0% 0,0% N/A
0 1,4% 1,4% 0,0% 0,0% 0,0% 0,0% 0,0% N/A
26 98,6%
26 100 %
*Activity not reported in the 2024 taxonomy
Category
(enabling
activity)
(19)
Category
(transitiona
l
activity)
(20)
A. TAXONOMY-ELIGIBLE ACTIVITIES
A.1. Environmentally sustainable activities (Taxonomy-aligned)
OpEx of environmentally sustainable activities (Taxonomy-
aligned) (A.1)
Year Substantial Contribution Criteria
DNSH criteria
("Does Not Significantly Harm")
Minimum Safeguards (17)
Proportion of
Taxonomy-
aligned (A.1.)
or -eligible
(A.2.) opex,
year 2023 (18)
Of which enabling
Of which transitional
A.2. Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)
OpEx of Taxonomy-eligible but not environmentally sustainable
activities (not Taxonomy-aligned activities) (A.2)
A. OpEx of Taxonomy-eligible activities (A.1. + A.2.)
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES
OpEx of Taxonomy-non-eligible activities
TOTAL
20
SOCIAL INFORMATION
S1: OWN WORKFORCE
S1 SBM-3: Material impacts, risks and opportunities and
their interaction with strategy and business model
The Board of Directors holds overall responsibility for Aider’s
workforce. Management of Aider’s own workforce is integrated
into strategic decision-making. Aider is all about putting people
first, and we would not be able to serve our clients’ needs
without our competent workforce.
The DMA identified one actual negative impact related to
training and skills development and one potential negative
impact related to work-life balance. Work-life balance also had
one actual positive impact. The social IRO’s are valid for the
scope of the sustainability report, including the operations in
Poland.
The identified IROs are closely connected to Aider’s consulting
business model, which is characterised by high employee
autonomy, fluctuating workloads, and an ongoing need for
continuous upskilling. The identified IROs inform and underline
already known key operational priorities. Managing these IROs
supports the long-term resilience of the workforce and the
delivery of high-quality services.
Fluctuating workload
As a consulting firm, our operations are characterised by
fluctuating workload levels. This includes periods of high
intensity with work exceeding normal working hours, as well as
periods of lower activity and idle time. Such variations may
affect employees’ ability to maintain a healthy work–life
balance. Workload that consistently exceeds or falls below
individual preferences or capacity may result in stress, reduced
motivation, and decreased well-being. We recognise that
workload fluctuations are inherent to our business model and
that, for some employees, this may represent a potential risk to
health, engagement, and overall job satisfaction.We do not
currently have any planned or prioritized initiatives related to
fluctuating workload but will we will continue by allowing for a
flexible way of work. We do monitor and have continuous
follow-up of our employees to ensure a healthy work life-
balance. See S1-4 for more information on this topic
Flexible way of work
We offer a flexible way of working that provides employees with
a high degree of autonomy regarding where and when they
perform their work. This flexibility applies all employees and is
embedded in our operating model as a consulting firm.
Employees can generally organize their workday to
accommodate individual preferences and personal
responsibilities, subject to client needs and team coordination.
We do not currently have any planned or prioritized initiatives
related to flexible way of work, but we will continue to support
this flexibility to promote work–life balance, job satisfaction, and
employee engagement.. Se S1-1 for more information on this
topic.
Iinsufficiently integrated and scalable digital learning
structure
In our line of work, we deliver expertise to our clients. We
see the need to for a more structured and scalable
approach to learning and competence development. We
need to further systematize and scale our upskilling
efforts through a unified digital learning structure that
ensures consistent access, progression, and
documentation of training across the organization.
As this is a strategic priority it has been decided to invest
in and implement a Learning Management System
(LMS). See S1-4 for more information about LMS.
Aider does not report a transition plan for the 2025
reporting period. Consequently, no material impacts on
the own workforce arising from a transition plan have
been identified. Aider has assessed whether the
company has operations or activities associated with a
heightened risk of forced labour or child labour. This
assessment has been performed based on the nature of
Aider’s operations, geographical presence and business
model. No operations with heightened risk have been
identified.
S1-1: Policies related to own workforce
As of now, we do not have ESRS aligned policies to
address our IRO’s, see ESRS 2 BP-2.We have,
however, a set for formalized procedures and guidelines
that are well established to address the material topics
related to our own workforce. See G1-1 for more about
the ownership of procedures and guidelines which also
applies to S1.
Aider operates in accordance with the Norwegian
Working Environment Act, the Equality and Anti-
Discrimination Act, and the Holiday Act, which form the
foundation of our workforce guidelines. These laws,
along with our Employee Handbook and Health, Safety
and Environment Handbook (HSE Handbook), ethical
guidelines and Working Environment Committee (WEC)
in Norway, and Workplace Rules and Regulations in
Poland, guide our approach to working conditions and
equal treatment and opportunities for all. This also
includes occupational health and safety arrangements,
diversity, and inclusion. Aider Poland is planning to
implement a Code of Conduct and an Anti-bullying &
discrimination Policy in 2026.
Flexible way of work
Regarding a flexible way of work, we have some outlined
policies and routines which support this. In Norway, our
employee handbook explains our home office policy,
allowing employees to work from home when there is a
sporadic need for it. The handbook also explains
guidelines for flexible working hours. A core working time
between 9 am and 3 pm allows for flexibility in when to
conduct your work. We also have a flextime
arrangement, which allows employees to take time off at
a later time to compensate for overtime work in periods.
In Poland, our home office policy allows employees to
work from home upon their personal need either full time
or in a hybrid model. Our Working Policy explains
guidelines for flexible working hours. Employees can
start work between 6 am and 10 am which allows for
flexibility.
Social-related IROs
➢ Fluctuating workload
• Work exceeding normal working hours
• Idle time
➢ Flexible way of work
• Employees have autonomy to choose where and
when they work.
➢ Insufficiently integrated and scalable digital learning structure
• Consistent access, progression, and documentation
of training across the organisation.
21
S1-2: Processes for engaging with own workforce and
workers’ representatives about impacts
In Norway, employee engagement surveys and performance
and development reviews are both conducted semi-annually. In
Poland, performance reviews and development interviews are
both conducted once a year. Poland also has fewer formal
platforms for engaging with employees, where they can voice
their opinions and questions. The employee engagement
surveys and performance and development reviews provide
platforms for all employees to offer input and feedback on
workplace conditions.
Performance reviews and development interviews are crucial
for development, motivation, and sharing thoughts and
feedback. They cover well-being, work tasks, goal setting,
development, and other relevant topics. We also encourage
more frequent one-to-one conversations between managers
and employees.
The employee engagement survey in Norway, which is
anonymous and presented at an aggregated level, includes
questions on employee engagement, inclusion and diversity,
the psychosocial and physical work environment, and
adherence to our values. It also features open-ended questions
for general feedback. After each employee engagement
survey, we evaluate the results and establish action points
based on employee feedback. We also review and adjust the
survey questions as needed. Engagement with our workforce is
otherwise followed up on an ongoing basis. The HR Director is
responsible for ensuring that engagement happens and that
results inform our approach.
In Norway, every office has a safety representative, and we
also have a main safety representative and an employee
representative. These representatives serve on the Working
Environment Committee (WEC) alongside two management
representatives. The WEC addresses matters related to the
working environment, including HSE issues, safety inspections,
and preventive measures. The committee meets four times a
year, with additional meetings as needed. Employees can bring
matters to the WEC through their safety representative.
By law in both Norway and Poland, we do not collect data on
origin, religion, disability, or similar characteristics. In Poland, a
person with certain level of disability has a right to additional
days of holiday. To be able to use this right, the employee must
deliver specific confirmation to the employer. However, the
employer cannot ask that question at any stage. Our statutory
statement on equality and anti-discrimination in Norway details
our work on equality, diversity, and inclusion, and includes
goals for gender balance at various position levels, especially
in top management. There is no equivalent report on this
demanded in Poland.
S1-3: Processes to remediate negative impacts and
channels for own workforce to raise concerns
Our whistleblowing routine, which is statutory for Norwegian
and Polish companies, allows employees to raise concerns
through a dedicated channel.
In Norway, the whistleblowing channel is available in the
employee handbook and via a link in our HR system. The
details of this routine are described in the employee handbook.
The HR Director is the sole receiver of concerns raised through
dedicated digital forms. Reports can also be submitted in
writing to an employer representative, safety representative,
union representative, or lawyer. The recipient ensures the
report is followed up and managed by the HR Director, who
investigates within a reasonable time and informs the
whistleblower of the outcome. If the investigation takes longer
than what is considered a reasonable time, the whistleblower is
notified. Once the case is fully processed, the concerned
individual(s) are informed of the outcome. If the whistleblower
is anonymous, they will not be informed.
The Personal Data Act is observed in processing all personal
data, and confidentiality rules are strictly followed. The
employer ensures the traceability of the whistleblowing
process, including preparing minutes from interviews. All
documentation is deleted in accordance with the Personal Data
Act once it is no longer necessary.
In addition to the whistleblowing channel, we have regional
HR personnel, safety representatives, and a Working
Environment Committee (WEC) in Norway. Employees can
always speak to their regional HR person if they have
questions regarding workplace conditions
In Poland, the whistleblowing channel and routine is available
on the intranet, where there is a link to the forms where an
employee, intern or contractor can report a violation. The
procedure is based on the EU Whistleblowing Directive (EU
2019/1937) through the Whistleblowers Protection Act of 14
June 2024, which also expands the scope of reportable issues
beyond the EU Directive to include corruption, matters
involving state financial interests, and violations of
constitutional rights. The routine mainly describes how and in
which areas employees can report a violation, the steps taken
by the employer to clarify the situation, who is a part of the
committee which will investigate the report and how the
employee is protected. The investigating committee consists
of three managers or top-level resources, in addition to two
potential members in case of the absence of one of the three
others. If the violation report refers to any of the committee’s
members, it will be passed to proxy who will nominate another
member. It is forbidden that the committee members are
proxy, or member of the board, a whistle-blower, his/her direct
manager or subordinate. Whistleblowers are protected from
retaliation, and the Act applies broadly to employees, former
employees, contractors, job candidates, interns, volunteers,
shareholders, and others working under the supervision of
contractors or suppliers.
S1-4: Taking action on material impacts on own
workforce and approaches to mitigate material risks and
pursuing material opportunities related to own workforce
and effectiveness of those actions
Fluctuating workload
In our industry, it is well known that the workload can increase
during the annual reporting season. While this fluctuating
workload can create opportunities for employees to earn
more, it can also put pressure on work-life balance during
these periods. We have several routines and measures in
place to address fluctuating workloads.
Managers in Norway are responsible for reviewing and
approving their team’s timesheets on a weekly basis. This
provides a clear overview of each employee’s workload and
makes it easier to identify and address potential overloads or
idle time. We have organized most of our workforce in Norway
into portfolios based on core competencies and industry
expertise. Portfolio managers have regular meetings to
discuss workloads and redistribute capacity when needed.
In Norway, we also conduct a semi-annual employee survey,
which includes a question about perceived workload. The HR
department monitors these results and implements
appropriate measures when necessary. Our employee
handbook in Norway includes our insurance scheme. We
have better insurance coverage than what is required by law.
The scheme includes private medical insurance, which can
help employees with repetitive strain injuries, that could be a
result of workload.
In Poland, workload is managed by managers on an ongoing
basis – we monitor capacity, redistribute tasks within teams,
and move resources between teams when needed to ensure
efficiency and continuity. Workload is actively monitored
through monthly flexi worksheets and regular discussions with
managers. We pay particular attention to per-employee
workload indicators that may signal risk of overload and act
when needed. We also monitor vacation usage regularly to
support sustainable work patterns and help employees
maintain a healthy work-life balance.
In recruitment processes in both countries, our approach is to
recruit based on specific needs in each portfolio or team,
which also supports resource allocation and can reduce
unwanted high workloads and prevent idle time for new
employees.
22
Equal treatment and opportunities for all
Aider depends on sufficient capacity and expertise to deliver
high-quality services. We therefore aim to build an organization
where employees can challenge the status quo and contribute
to delivering a premium customer experience. Through our
recruitment processes, we seek to attract highly qualified
candidates by positioning Aider as a challenger in our sector
and as an attractive workplace. Our core value, "People First",
is based on our belief that, ultimately, our industry is more
about people than numbers. It also emphasizes that people's
unique perspectives are important to us as an organization. At
the same time, we know that diversity does not create value by
itself and can even be a source of complexity. However, at
Aider we believe that diversity will generate new ideas, better
business solutions, and a more vibrant workplace. We care
deeply about providing equal opportunities for all, and
leveraging different strengths, competencies, and perspectives
to create value, and to put People First.
Training and skills development
In line with our “People First” value, Aider prioritizes training
and skills development. We offer a wide range of internal and
external training opportunities and provide multiple arenas for
professional growth. These activities are supported by
established practices and guidelines, and all training is
systematically recorded through dedicated timesheet codes. As
described in S1-13, the average number of training hours per
employee across the Aider Group is 46,42 hours for men and
42,4 hours for women. In comparison, to become and keep
your authorization as an accountant, the requirement is 80
hours of training over the course of three years in Norway.
In Norway, our employee handbook includes guidelines
regarding coursing, authorizations and certifications. We
encourage accountants to get and keep an accounting
authorization, and have arrangements in place to facilitate this,
and give the opportunity to apply for financial educational
support for those who need to supplement their education to be
able to take the authorization. Aider also covers the
membership fee in Regnskap Norge. The handbook also
explains the opportunity to apply for coverage of the cost of
relevant external courses and cover the cost of certifications
which are needed for specific roles and grants paid leave for
the day of the exam.
In Poland, we also encourage employees to get and keep
accounting certificates and qualifications. The Training
Procedure explains the opportunity to apply for coverage of the
cost of relevant external courses and cover the cost of
certifications which are needed for specific roles.
In 2025, we focused on finding a Learning Management
System (LMS) that will help systematize and scale learning and
competence development across the organization. The system
will support consistent access, progression, and documentation
of training, in line with Aider’s growth and evolving competence
needs.
Through a thorough process, we decided on a suitable system
for Aider. The system will be implemented in Norway in 2026,
and eventually in our other countries, when we have seen
the positive effects of the implementation in Norway. We will
continue to encourage and facilitate skill development and
career advancement. This is equally important for
employees as it is for Aider as a company.
In addition to this, we have continued our focus on
equipping our managers with guidelines and managerial
tools to help them follow up and develop their employees.
Over the past years, we have conducted specific training
activities for new employees on the Manager level. In 2025,
we have rolled out a self-developed leadership program
called “Lederlappen” for groups of managers in some
locations. In 2026, we plan to implement a Manager
Handbook and manager dashboards for all managers in
Norway, which have been implemented for smaller
manager groups in 2025. We also plan to improve manager
training, partially through digital resources in the new LMS.
Our semi-annual employee engagement survey and formal
employee-manager conversations in Norway are key
platforms for identifying areas for improvement, preventing
negative impacts, and promoting positive outcomes for our
workforce. The employee engagement survey addresses
topics such as engagement, personal development,
workload, inclusion, diversity, the work environment, and
adherence to our values. It includes open-ended questions
for general feedback, is anonymous, and results are
presented in aggregate. Post-survey, we evaluate results,
establish action points, and adjust future surveys as
needed. For instance, the results from the survey regarding
perceived workload help us in resource management and in
preventing negative impacts due to fluctuating workload.
In Poland, they plan to implement a Code of Conduct and
an Anti-bully & discrimination Policy during 2026.
S1-5: Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
Aider has not established time-bound and result-oriented
goals related to working conditions and equal treatment.
However, these aspects are well integrated into the
company's culture and working methods, and monitored
through already mentioned employee survey, WEC, HSE.
S1-6: Characteristics of the undertaking’s employees
We have a total head count of 1935 (2024: 1271)
employees at the end of 2025, including 259 (2024: 213)
employees from acquired companies that have not yet been
merged into Aider companies. Beside from the total head
count, data in this report is based on a head count of 1676
(2024: 1058) employees, including 593 men (2024: 396)
and 1083 women (2024: 662). The data for S1-6 is
collected through our HR system in Norway, Denmark and
Poland, and reporting from Sweden. The number reflect
head count and are by the end of reporting period.
Contactors are not included, as they are external workers
and are not considered part of the undertaking’s own
workforce. This is common practice in Poland.
Characteristics of Aider’s employees by
contract type and gender (head count)
Male
Female
Other
Not disclosed
Total
Number of total employees
667 (491*)
1268 (780)
None (None)
None (None)
1935 (1271)
Number of employees not yet merged
74 (95)
185 (118)
None (None)
None (None)
259 (213)
Number of employees in Aider*
593 (396)
1083 (662)
None (None)
None (None)
1676 (1058)
Number of permanent employees
586 (392)
1055 (658)
None (None)
None (None)
1641 (1050)
Number of temporary employees
7 (4)
28 (4)
None (None)
None (None)
35 (8)
Number of non
-guaranteed hours employees
47 (30)
66 (32)
None (None)
None (None)
113 (62)
Number of full
-time employees
525 (352)
920 (563)
None (None)
None (None)
1445 (914)
Number of part time employees
68 (44)
163 (99)
None (None)
None (None)
230 (144)
Table 11: Overview of employee characteristics. 2024 data is shown in parentheses. * Number of employees in Aider as (incl merged companies per 31.12.25),
Aider Legal, Ascender and MDDP in Poland, as per scope of Sustainability Statement 2025.
23
See Note 4 in financial report for reference of total number of
employees.
Our employees located in Poland and Norway, with the following
distribution. We also have employees in Sweden and Denmark,
but these groups are not in scope of the report.
Our HSE Handbook includes emergency preparedness routines.
Each office has a security representative and a regional HR
representative available for various concerns. We have
established ethical guidelines, which will be implemented in 2025.
Throughout the year, Aider has acquired several companies. Our
analysis includes employee data from Aider AS, Ascender AS,
Aider Legal AS and Mddp Outsourcing Sp. z o.o. sp. K. (Aider
Poland) in all data fields throughout S1, unless otherwise
specified. Contractors are excluded from this data. Employee
numbers are reported as head count at the end of the reporting
period. Employee data is extracted from our HR systems, which
continuously track all registered employees and any changes.
The number of non-guaranteed hours employees, part-time
employees, and temporary employees includes several cleaning
personnel and trainees who work as needed or for a limited
number of hours per week, as well as people on a “civil contract”
in Poland.
Over the reporting period, 241 (135) people have left Aider. This is
an employee turnover rate of 16%. The employee turnover rate in
the Norwegian companies isolated is 13,4%. Turnover is
calculated as follows: The number of employees who left in 2025
divided by the average number of employees on January 1, 2025
(opening balance) and December 31, 2025 (closing balance).
S1-7 Characteristics of non-employees in the undertaking’s
own workforce
We have a headcount of 65 (2024: 30) non-employees in our
workforce at the end of 2025. The headcount number includes
contractors in Norway registered in our HR system, as well as
B2B resources in Poland. In Norway, we only register contractors
who will operate as Aiders and have Aider emails, user accounts
and similar. There may be other contractors not registered, as
they are not supposed to operate as an Aider. These are not
included in the headcount, as we do not have sufficient data for
this group of contractors. We assume that the main part of our
contractors is in the group included in the report. The data is
extracted from our HR systems in Norway and Poland.
S1-9: Diversity indicators
The gender distribution at top management level is 133 men,
equal to 68,5% (2024: 83 and 68%) and 61 women, equal to
31,5% (2024: 39 and 32%). The top management level includes
the position levels Partner and Director. The age distribution
shows that 29% of employees are under 30 years old (2024:
26%), 50% between 30-50 years old (2024: 48%), and 21% over
50 years old (2024: 25%).
S1-10: Adequate wages
Salaries are set locally based on market conditions, and we do not
follow national benchmarks, but adapt to competitive wage levels
in relevant markets.
S1-11: Social protection
All Norwegian employees are covered by The Norwegian
National Insurance Act (Folketrygdloven) for numerous benefits.
Under Chapter 8, employees under 67 years are entitled to full
sickness benefits for up to 52 weeks, those aged 67–70 years
are entitled to sickness benefits for up to 60 days provided they
have earned pensionable income, and employees over 70 years
are not entitled to sickness benefits from the National Insurance
Scheme.
Chapter 4 covers unemployment benefits, with conditions for
entitlement detailed in the legal text.
All employees are also covered by occupational injury insurance
through the employer's insurance policy. Additionally, they are
covered by Chapter 12 for disability benefits, Chapter 8 for sick
pay, and Chapter 11 for work assessment allowance, when
conditions are met.
Chapter 14 ensures all employees are covered for parental pay.
Chapters 19 and 20 cover retirement pensions, and employers
are required to establish pension schemes according to The Act
on Mandatory Occupational Pension (OTP Act), The Act on
Corporate Pensions (Foretakspensjonsloven), and The Act on
Defined Contribution Pensions in Employment
(Innskuddspensjonsloven).
We comply with all the legal requirements in Norway mentioned
above
.
In Poland, all employees working under a standard employment
contract are covered by the mandatory social security system.
This framework provides a broad set of statutory benefits,
including retirement, disability, accident, sickness, and health
insurance. Employees are also guaranteed access to public
healthcare, as health insurance coverage forms part of the
compulsory contributions. Individuals engaged under Poland’s
civil law contracts are subject to a different scope of mandatory
coverage. Contractors under a mandate contract must be
enrolled in retirement, disability, accident, and health insurance,
ensuring they maintain access to public healthcare and basic
social protections.
Under Polish labour law, maternity and parental leave rights
apply regardless of tenure, ensuring income security during
childbirth and early childcare. Employees also benefit from a
comprehensive system of sickness and maternity allowances,
which may be paid either by the employer or the Social
Insurance Institution depending on the length and nature of the
absence. Under the Labour Code, the following applies:
• For the first 33 days of sickness in a calendar year (or 14
days for employees aged 50+), sickness pay is financed by
the employer
• From day 34 (or day 15 for employees aged 50+), the
sickness allowance is paid by the Social Insurance Institution
(ZUS).”
We comply fully with all relevant statutory requirements
applicable in Poland, ensuring that employees under standard
employment contracts receive comprehensive coverage under
the national social insurance system, and that individuals
engaged under civil contracts are enrolled in all legally mandated
insurance schemes.
S1-12: Persons with disabilities
We do not collect data on employees' disabilities in both Norway
and Poland, in line with relevant legal framework.
Table 12: distribution of employees per country. *2024 data is shown in
parentheses.
Country
Number of employees (head count)
Norway 1366 (1058)
Poland 310 (0)
24
S1-16: Compensation indicators (pay-gap and total
compensation)
The ratio of the contractual annual salary of the CEO to the
median contractual annual salary for all employees was 3,8 (2024:
3,6). The equivalent ratio for Norway isolated is 3,5.
The total unadjusted pay gap in Aider is 20% (2024: 11%). The
unadjusted pay gap in Norway isolated is 12%, and the
unadjusted pay gap in Poland is –13%. This reflects the average
difference in total compensation between women and men,
without considering variables such as job role, seniority, or work of
equal value. This differs from the pay gap based on equal pay for
equal work, which focuses on compensation differences between
comparable roles or work of equivalent value. We have a higher
share of men in the top management level, and a higher share of
women in the associate and middle management levels. In Poland
there is a higher share of women than men.
The unadjusted gender pay gap is calculated as follows:
((Average gross hourly pay level of male employees minus
average gross hourly pay level of female employees), divided by
average gross hourly pay level for male employees) x100.
At Aider we are clear that equal work should be remunerated
equally within local markets. We do not accept any form of
discrimination or unjust pay.
Differences typically arise with different work and educational
backgrounds, competencies, department affiliation (accounting,
payroll, advisory or tech), areas of responsibility, gender
distribution across position levels or employee categories, and
geographical differences. These factors can explain most of the
gender pay gap.
This analysis was done based on data from our salary systems,
and active employees at year end from our HR systems.
S1-17: Incidents, complaints and severe human rights
impacts and incidents
During the reporting period, we received four (2024: one)
complaints through our whistleblowing channels or other internal
channels, whereof two were regarding discrimination. There
haven't been reported any serious human rights violations, nor
have we received any fines or penalties.
In Norway, our HR director is responsible for following up any
reported incidents or complaints. In Poland, a dedicated
committee is responsible for this follow-up process. The detailed
routines for filing complaints are described in S1-3 above. We
have also conferred with our CEO on this topic.
S1-13: Training and skills development indicators
In Aider, 100% (2024: 100%) of the average of men and women
have completed various training and skills development activities
in 2025. The average number of training hours per employee is
46,42 hours for men (2024: 60,73) and 42,4 hours for women
(2024: 53,62). The data is based on registered hours on dedicated
time codes in our time sheets.
The training includes:
• Authorization courses
• Mandatory Anti-Money Laundering training
• Other work-related courses
In addition, we actively use the work situation as an arena for
learning.
We do not have the percentage of employees that participated in
regular performance and career development reviews broken
down by gender. However, all employees and managers in
Norway are invited to complete a regular performance and career
development review twice a year. A conversation template is
opened for the employees and their manager in our HR system.
Our HR department monitors the progress in the system and
sends reminders until the due date for completion. In Poland, they
complete annual performance reviews once a year, and
development interviews once a year.
Ascender AS and Aider Legal AS are not included in the data and
statements of this chapter. We do not have data in the same
systems for these employees, and as they are a small share of
our total employees, we have excluded them from the data.
Therefore, the data and statements of this chapter reflect 96,4% of
our employees.
S1-14: Health and safety indicators
All employees in Norway are covered by our health and safety
system, which is based on legal requirements for statutory
occupational injury insurance and recognized guidelines.
In 2025 we have no reported fatalities or work-related accidents in
either Norway or Poland (2024: 0). In Norway, regional HR
resources are responsible for following up reports of work-related
accidents. We currently have no formal routine for reporting
potential accidents internally, except from reporting serious
accidents to the Norwegian Labor Inspection Authority, which
follows from the employer’s responsibility in HSE work (AML
Chapter 2), as well as the requirements for systematic HSE (AML
§ 3-1). Our intention is to introduce a formal procedure in the
future. In Poland, employers are legally required to report and
document workplace accidents. They are required to immediately
report serious, fatal or collective work-related accidents to the
State Labor Inspectorate and The Public Prosecutor.
S1-15: Work-life balance indicators
100% of our Norwegian employees are entitled to family-related
leave through The Norwegian National Insurance Act
(Folketrygdloven) when becoming a parent. In Poland, our
employees employed on regular work contracts, which are 87,4%
of the polish employees at the end of the year, are entitled to
family related leave according to the Labor Law Code. People who
work on civil contracts (contract of mandate) are not entitled to
family related leave. Family-related leave was relevant for and
exercised by 116 (2024: 60) persons of the total workforce in
2025, of which 35% were men (2024: 43%) and 65% were women
(2024: 57%). This data is based on 96,4% of our employees, as
Ascender AS and Aider Legal AS are excluded, for the same
reasons as explained in S1-13.
25
GOVERNANCE INFORMATION
G1: Business Conduct
The Board of Directors holds overall responsibility for Aider's
business conduct, overseeing ethical practices, compliance, and
risk management. Governance of business conduct is integrated
into strategic decision-making to ensure adherence to anti-
corruption measures, supplier due diligence, and ethical
guidelines. See governance chapter as part of ESRS 2 for more
information about Aider’s management.
G1 IRO’s
The DMA identified one potential negative impact linked to
corporate culture within our own operations, as well as two
potential negative risks associated with corruption and bribery in
our own operations.
Corporate Culture
Aider has a strong culture around business conduct but
acknowledges some risk due to our large M&A-activity. This is
something we address in the onboarding process of new
companies and will continue to develop as we grow and expand
abroad.
Corruption and Bribery
There is an inherent risk to our company and to society regarding
corruption and bribery as the majority of our business are
accountants, and we manage large numbers of transactions on
behalf of our clients. We have four eyes routine if we perform
payments on behalf of customers We have zero tolerance for
corruption, bribery, extortion, fraud, and money laundering, as
clearly stated in our ethical guidelines. In the coming year Aider
will implement a Learning Management System (LMS) and
training will also cover our ethical guidelines.
Cyber-attacks are a constant risk and Aider have a continuous
focus on detection and prevention. Aider have reinforced cyber
security training by using Sosafe digital cyber training, or
equivalent, and will continue this effort in 2026.
G1-1 Corporate culture and business conduct policies
Aider builds its business on a strong value base, prioritizing
people and upholding high ethical standards. Our corporate
culture is anchored in our employee handbook, which outlines our
core values, ethical guidelines, and internal procedures for
responsible business conduct.
As of now, we do not have ESRS aligned policies to address our
IRO’s, see BP-2. We have, however, a set for formalized
procedures and guidelines that are well established to address our
corporate culture. The most relevant are described below.
Ethical guidelines
Aider’s ethical guidelines apply to all employees and are based on
the UN Global Compact’s Ten Principles and the ILO Core
Conventions. The policy outlines our zero-tolerance approach to
corruption, bribery, extortion, fraud, money laundering, and other
unethical practices. In addition, all accountants in Norway follow
the ethical guidelines from Regnskap Norge.
All incidents including corruption or bribery are managed through
our whistleblowing procedure. Cases are escalated to regional or
national management bodies when necessary to ensure
appropriate handling and oversight.
Procurement
To ensure responsible procurement practices, Aider has
established a Procurement Policy and a Supplier Code of
Conduct. These policies provide clear guidance and set
expectations for suppliers regarding ethical behaviour, human
rights, and responsible business conduct. Aider performs annual
human rights due diligence in accordance with the Norwegian
Transparency Act.
Ownership and scope of policies
All policies are approved by executive management and the Board
of Directors. Our largest external stakeholder, Castik, has
reviewed the policies and confirmed that they are acceptable and
aligned with relevant standards. Internal stakeholders, including
the Procurement Manager and HR, have been actively involved in
the development and implementation of the policies within their
respective areas of responsibility. All policies are made available
to employees through the company intranet.
Compliance
Aider complies with national legislation, including the
Whistleblowing Act, the Working Environment Act, and the Money
Laundering Act, as well as relevant EU regulations such as
Directive 2019/1937 on whistleblowing. We also adhere to local
accounting regulations, such as the Norwegian Accounting Act
and GRFS.
These frameworks require us to maintain transparent and
protected reporting channels, safeguard whistleblowers from
retaliation, and ensure compliance with ethical and legal
standards—particularly in accounting and consulting services.
Whistleblowing
To ensure transparency and compliance, Aider has a formal
whistleblowing procedure that allows employees to report
concerns, including anonymously. The HR department manages
whistleblowing cases, works to protect whistleblowers and the
individuals being reported. from retaliation, and ensures that all
cases are managed confidentially, objectively, and in line with
legal requirements.
Policy
Internal scope Owner
Ethical Guidelines All employees HR
Travel policy All employees HR
Supplier Code of
conduct
Supplier contract owners Procurement
Procurement policy
Managers who perform
purchases and in
accordance with
authorization matrix
Procurement
ESG policy Aider management CFO
Governance-related IROs
➢ Corporate culture
• High rate of acquisition and growth
➢ Corruption and bribery
• Inherent risk of bribery
• Cyber-attacks
Table 13: Ownership and scope of policies
26
The Norwegian Working Environment Act, chapter 2A, addresses
whistleblowing provisions, and §4-1 requires the working
environment to be “fully satisfactory” and safeguard employees’
physical and psychosocial health. Whistleblowers are protected
against retaliation under §2A-2, which includes unfavorable
treatment resulting from whistleblowing.
Aider ensures the whistleblower’s working environment remains
safe and appropriate, with follow-up meetings unless the
whistleblower opts out or is anonymous. All new employees and
acquisitions in Norway perform a self-onboarding where the
personnel handbook is an important part, and our whistleblower
routine is a separate chapter in the handbook.
Further details about the whistleblowing routine are provided
under section S1-3.
In addition to formal whistleblowing channels, the company
identifies potential breaches through several operational and
managerial processes. Line managers are required to report
irregularities observed in day-to-day operations, including
deviations from procedures, unusual transactions, or concerns
raised informally by employees. Routine interactions between
employees and management, such as team meetings,
performance dialogues also serve as informal detection points.
Furthermore, external stakeholders—such as suppliers, auditors,
and partners—may flag concerns during contract follow-ups,
due-diligence activities, or compliance assessments.
G1-2 Management of relationships with suppliers
Aider places significant importance on maintaining strong
relationships with our partners and suppliers. Our main suppliers
are predominantly large, but regardless of size our practice is to
pay on due date to avoid late payments.
Our procurement policy sets expectations for both social and
environmental sustainability for partners and suppliers. We have a
clear authorization matrix regulating who can perform purchases
and have developed a Supplier Code of Conduct to guide our
interactions. Aider perform a yearly supplier due diligence. This
might include large and small/vulnerable suppliers. The due
diligence might consist of surveys, dialogues, and talks. Our
focus, if we find discrepancies, is to guide the improvement
together with the supplier.
G1-3 Prevention and detection of corruption or bribery
Financial crime is an inherent risk in our industry, and Aider
addresses this through our Anti Money Laundering (AML)
framework and our ethical guidelines. Aider’s AML efforts and
ethical guidelines are available for all employees on the intranets
regarding the services in affected by the AML regulation for the
entities in scope of this report.
As a part of our broader risk-based approach, we assess whether
specific service areas may be particularly exposed to being
misused for money laundering or terrorist financing. Accounting
services are considered the area with the highest exposure, given
their proximity to clients’ financial information, transaction flows,
and bookkeeping processes. Approximately 80 % of all employees
in Aider work within our accounting services
Aider complies with Anti-Money Laundering regulations in the
markets where we operate.
AML routines and process in Norway
It is mandatory for all new employees including employees of
acquisitions to go through our digital AML training. This is the
same training all employees including management performed in
2024. The training includes measures to uncover suspicious
transactions related to corruption and financial crime. Annual
training is not required by law. With the introduction of LMS
(Learning Management System) we plan to update the content of
the AML learning module during 2026, and it will be easier to
monitor participation.
During 2025 Aider invested in and developed a new quality
system, Admin Flow. And at the same time, we established a
national AML- team.
The AML process starts as the first step of onboarding a customer
to Aider to evaluate the risk.
• Customer performs self-declaration, including nature of
business, management and board, ownership, and politically
exposed people (PEP).
• Aider performs various checks on the ownership structure,
sanctions, politically exposed people, transaction risk,
geographic risk (including high-risk countries), industry risk,
and general customer risk.
The results are documented and risk evaluated. If the risk is
determined to be high, reinforced customer measures will be
implemented and followed up on an ongoing basis by the
customer team. All existing customers are checked continuously.
Anti–money laundering checks are part of Aider’s regular internal
control. In addition, a random selection of offices will be chosen for
supplementary inspections each year.
The AML team are subject matter experts available for the
regional and office quality responsible. All employees are required
to ensure day-to-day compliance with the AML routines and both
the regional and office quality responsible are available for
questions and first point of escalations if irregularities are
uncovered. There are no external committee or individuals
involved in evaluating irregularities.
AML routines and process in Poland
Aider in Poland has implemented corruption, bribery and AML
procedures complying with local laws and regulations. The AML
procedure is available to all employees on intranet
G1-4 Confirmed Incidents of corruption or bribery.
As of December 2025, we have no convictions nor fines for
violation of anti-corruption and anti-bribery laws.
Quality responsible
and AML Offiser
Head of AML and
National AML Team
Regional quality
responsible
Quality responsible
per office
Figure 4: Organization of AML teams in Aider AS
27
APPENDIX FOR SUSTAINABILITY STATEMENT
BOARD OF DIRECTORS 2025
Chairman of the Board
Knut Grotli is Executive Chairman and Consultant in Ascender. Knut has been an Executive Search
advisor for a number of leading companies in Norway and in various industries. He has a strong focus
and interest in leadership and organizational development, including the composition of management
teams and recruitment of senior executives. Knut is also certified in AON's personality, ability, and skill
tests.
He has previously been CEO/Managing Partner of PwC Norway. He has also been Deputy CEO and
Partner in BDO Norway. Furthermore, he has broad experience from Corporate Finance in Carnegie with
focus on M&A and share issues, as well as Transaction Advisory in EY (then Arthur Andersen).
In addition to a professional focus on economics, finance, and investments, he has also played a key role
in the development of new service areas with an emphasis on strategy and competence building. Knut
has also applied his expertise in leadership and team building on several international climbing
expeditions, including the summit of Mount Everest in 2011.
Knut has a degree in economics from the Norwegian School of Economics (NHH) and Bocconi. He also
has a higher degree from NHH.
Board member
Elisabeth Eide is a partner at Aider, regional manager for West and office manager in Bergen. She has
broad experience from both consulting and operational activities and works closely with companies that
want to develop and professionalize financial and business management.
Throughout her career, Elisabeth has acquired solid expertise in business development, organization, and
management. She is particularly interested in creating good teams, building culture, and helping
companies achieve their goals through structured and forward-looking work.
In her role as Regional Manager, she is responsible for the development of Aider's operations in Western
Norway, where she works actively with customers, employees, and recruitment. Elisabeth combines
strategic understanding with the ability to execute and is a clear and committed leader.
Board member
Krzysztof Aniola is a board member of Aider on behalf of Castik Capital, where he is also an Investment
Partner. In his role on the board, he brings strong international finance and investment expertise to Aider's
further development and strategic direction.
With a background as an Investment Professional at Mid Europa Partners in London and Warsaw, as well
as experience from McKinsey & Company, Krzysztof has broad experience in strategy, investments, and
business development.
Prior to joining Castik Capital, Krzysztof started his career in international consulting, where he worked on
complex business and growth projects.
Krzysztof has a solid academic background with an MBA from Harvard Business School and two Master's
degrees with Honors - one in Computer Science from Poznań University of Technology and one in
Mathematics from Adam Mickiewicz University in Poznań, Poland.
Through his experience, he combines analytical strength with strategic business acumen and plays an
important role in strengthening Aider's board through international insight and financial perspective.
28
Board member
Patricia Olsson is a partner at Aider and regional manager for Southeast, responsible for further
developing Aider's efforts in this region. She is a dedicated leader with broad experience in
management, business development, and consulting, and works purposefully to create value for both
customers and employees in her area of responsibility.
In her role as Regional Manager, Patricia is responsible for building strong relationships with local
businesses, contributing to growth and professionalization, as well as leading the Aiders team in the
South East region. She combines strategic ability with operational execution and is known for working
with both customers and employees in an inclusive and engaging way.
Patricia also has experience through various leadership roles and has been an active voice in Aider's
communication on digitalization, simplification, and development of financial and advisory services. She
is keen to promote culture, competence development and innovation when working with customers and
colleagues.
Board member
Simen Opsal is a partner at Castik Capital Partners and a board member of Aider, with broad
experience in investment, finance, and management of companies across industries and countries. He
brings strategic insight and experience from international finance to Aider's board, supporting the
company in its growth and development.
Prior to joining Castik Capital in 2014, Simen worked at Apax Partners as an Associate and as an
Investment Banking Analyst at J.P. Morgan in London. This experience has given him solid expertise in
investment, mergers, and acquisitions, as well as financial analysis and business development.
Simen has a wide range of board and advisory roles, including TB Auctions, Element Logic, Culligan
International, Waterlogic International, CPA Global and ipan/Delegate Group, where he has been
involved in managing and developing companies in both Europe and globally.
With a combination of analytical strength and strategic experience, Simen is a key contributor to Aider's
board, focusing on driving sustainable growth and long-term value creation.
Board member
Julie Andresen is a manager at Aider and employee representative on the board, elected for 2025 and
2026, and has solid experience in marketing, branding, and strategic communication. She holds a
bachelor's degree in marketing communication and has broad expertise in key areas such as brand
strategy, market positioning, target group analysis, content strategy, campaign development, and
employer branding.
At Aider, Julie has been a key person in the development of the company's brand and visibility,
responsible for strategic initiatives that strengthen both the company's profile and attractiveness as an
employer. She has led training courses, recruitment projects and communication strategies that have
helped build both culture and long-term brand value.
As a board member, Julie brings strategic marketing expertise to decision-making processes, focusing
on how brand, communication and culture together create value for Aider.
Board member
Robin Aleksander Olsen is an employee representative on the board of Aider and also holds the role of
Partner and Regional Manager for Østfold, as well as office manager for Aider Halden. Robin has been
a key driver in Aider's development in Østfold, with responsibility for building up the region's customer
offerings and teams from the ground up and ensuring growth and professionalism in deliveries.
With a solid professional background as a state-authorized public accountant, Robin has developed
broad experience in accounting, consulting and financial management, combined with strong business
understanding and operational management skills. In practice, he has been a key person in the
establishment and growth of Aider's regional operations - including the establishment of a new office in
Halden and the emergence of a robust competence environment in Østfold - which has been of great
importance to Aider's position in the market.
As a board member, Robin brings practical experience from operating and growing an expansive
company, as well as insight into operational and market-
related challenges. His perspective strengthens
the board's work to ensure that strategic decisions are rooted both in operational reality and in financial
and business considerations that promote Aider's long-term development.
29
ESRS INDEX
This is an index showing how the various detailed requirements in the ESRS have been addressed in our sustainability report. The
overview has been prepared by the European Financial Reporting Advisory Group (EFRAG). All non-material and voluntary
requirements that have not been addressed have been removed from the overview to reduce the number of listed requirements.
ESRS Standard8 ESRS Reference code Disclosure Requirement Page number
ESRS 2
BP-1
General basis for preparation of the sustainability
statement
8
BP-2 Disclosures in relation to specific circumstances 9
GOV-1
The role of the administrative, management and
supervisory bodies
9
GOV-2
Information provided to, and sustainability matters
addressed by the administrative, management and
supervisory bodies
10
GOV-3
Integration of sustainability-related performance in
incentive schemes
10
GOV-4 Statement on due diligence 10
GOV-5
Risk management and internal controls over
sustainability reporting
10
SBM-1 Strategy, business model and value chain 11
SBM-2 Interests and views of stakeholders 12
SBM-3
Material impacts, risks and opportunities and their
interaction with strategy and business model
13
IRO-1 Double materiality assessment 13
IRO-2 Double materiality assessment 14
ESRS E1
E1-1 Transition plan climate change mitigation 15
E1-2
Policies related to climate change mitigation and
adaptation
15
E1-3
Actions and resources in relation to climate change
policies
15
E1-4
Targets related to climate change mitigation and
adaptation
16
E1-5 Energy consumption 16
E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions 16
ESRS S1
S1-1 Policies related to own workforce 22
S1-2
Processes for engaging with own workforce and
workers’ representatives about impacts
23
S1-3
Processes to remediate negative impacts and
channels for own workforce to raise concerns
23
S1-4
Taking action on material impacts on own workforce,
and effectiveness of those actions
23
S1-5
Targets related to managing material negative
impacts, advancing positive impacts, and managing
material risks and opportunities
24
S1-6 Characteristics of the undertaking’s employees 24
S1-7
Characteristics of non
-
employees in the undertaking’s
own workforce
25
S1-9 Diversity metrics 25
S1-10 Adequate wages 25
S1-11 Social protection 25
S1-12 Persons with disabilities 25
S1-13 Training and skills development metrics 26
S1-14 Health and safety metrics 26
S1-15 Work-life balance metrics 26
S1-16 Remuneration metrics 26
S1-17
Incidents, complaints and severe human rights
impacts
26
ESRS G1
G1-1 Business conduct policies and corporate culture 27
G1-2 Management of relationships with suppliers 27
G1-3 Prevention and detection of corruption and bribery 28
G1-4 Incidents of corruption or bribery 28
30
List of datapoints that derive from other EU legislation
The table below illustrates the datapoints in ESRS 2 and topical ESRS that derive from other EU legislation.
Disclosure
Requirement and
related datapoint
SFDR ( 23 )
reference
Pillar 3 ( 24 )
reference
Benchmark
Regulation
( 25 ) referen
ce
EU
Climate
Law ( 26 )
reference
Material/
Not
material
Page
ESRS 2 GOV-1
Board's gender
diversity paragraph
21 (d)
Indicator number
13 of Table #1 of
Annex 1
Commission
Delegated
Regulation
(EU) 2020/18
16 ( 27 ) ,
Annex II
Material 9
ESRS 2 GOV-1
Percentage of board
members who are
independent
paragraph 21 (e)
Delegated
Regulation
(EU) 2020/18
16, Annex II
Material 9
ESRS 2 GOV-4
Statement on due
diligence paragraph
30
Indicator number
10 Table #3 of
Annex 1
Material 10
ESRS 2 SBM-1
Involvement in
activities related to
fossil fuel activities
paragraph 40 (d) i
Indicators number 4
Table #1 of Annex 1
Article 449a
Regulation
(EU)
No 575/2013;
Commission
Implementing
Regulation
(EU) 2022/245
3 ( 28 ) Table
1: Qualitative
information on
Environmental
risk and Table
2: Qualitative
information on
Social risk
Delegated
Regulation
(EU) 2020/18
16, Annex II
Not
material
ESRS 2 SBM-1
Involvement in
activities related to
chemical production
paragraph 40 (d) ii
Indicator number 9
Table #2 of Annex 1
Delegated
Regulation
(EU) 2020/18
16, Annex II
Not
material
ESRS 2 SBM-1
Involvement in
activities related to
controversial
weapons paragraph
40 (d) iii
Indicator number
14 Table #1 of
Annex 1
Delegated
Regulation
(EU) 2020/18
18 ( 29 ) ,
Article 12(1)
Delegated
Regulation
(EU) 2020/18
16, Annex II
Not
material
31
.
ESRS 2 SBM-1
Involvement in
activities related to
cultivation and
production of
tobacco paragraph
40 (d) iv
Delegated
Regulation
(EU) 2020/1818,
Article 12(1)
Delegated
Regulation
(EU) 2020/1816,
Annex II
Not
material
ESRS E1-1
Transition plan to
reach climate
neutrality by 2050
paragraph 14
Regulation
(EU) 2021/11
19,
Article 2(1)
Not
material
ESRS E1-1
Undertakings
excluded from
Paris-aligned
Benchmarks
paragraph 16 (g)
Article 449a
Regulation (EU)
No 575/2013;
Commission
Implementing
Regulation
(EU) 2022/2453
Template 1: Banking
book-Climate Change
transition risk: Credit
quality of exposures by
sector, emissions and
residual maturity
Delegated
Regulation
(EU) 2020/1818,
Article12.1 (d) to
(g), and Article 12.2
Not
material
ESRS E1-4
GHG emission
reduction targets
paragraph 34
Indicator number
4 Table #2 of
Annex 1
Article 449a
Regulation (EU)
No 575/2013;
Commission
Implementing
Regulation
(EU) 2022/2453
Template 3: Banking
book – Climate change
transition risk: alignment
metrics
Delegated
Regulation
(EU) 2020/1818,
Article 6
Material 16
ESRS E1-5
Energy
consumption from
fossil sources
disaggregated by
sources (only high
climate impact
sectors) paragraph
38
Indicator number
5 Table #1 and
Indicator n. 5
Table #2 of
Annex 1
Not
material
ESRS E1-5 Energy
consumption and
mix paragraph 37
Indicator number
5 Table #1 of
Annex 1
Material 16
32
.
ESRS E1-5
Energy intensity
associated with
activities in high
climate impact
sectors
paragraphs 40 to
43
Indicator number 6
Table #1 of Annex 1
Not
mat
erial
ESRS E1-6
Gross Scope 1,
2, 3 and Total
GHG emissions
paragraph 44
Indicators number 1
and 2 Table #1 of
Annex 1
Article 449a;
Regulation (EU)
No 575/2013;
Commission
Implementing
Regulation
(EU) 2022/2453
Template 1:
Banking book –
Climate change
transition risk:
Credit quality of
exposures by
sector, emissions
and residual
maturity
Delegated
Regulation
(EU) 2020/1818,
Article 5(1), 6
and 8(1)
Mat
erial
16
ESRS E1-6
Gross GHG
emissions
intensity
paragraphs 53 to
55
Indicators number 3
Table #1 of Annex 1
Article 449a
Regulation (EU)
No 575/2013;
Commission
Implementing
Regulation
(EU) 2022/2453
Template 3:
Banking book –
Climate change
transition risk:
alignment metrics
Delegated
Regulation
(EU) 2020/1818,
Article 8(1)
Mat
erial
16
ESRS E1-7
GHG removals
and carbon
credits paragraph
56
Regula
tion
(EU) 2
021/11
19,
Article
2(1)
Not
mat
erial
ESRS E1-9
Exposure of the
benchmark
portfolio to
climate-related
physical risks
paragraph 66
Delegated
Regulation
(EU) 2020/1818,
Annex II Delegated
Regulation
(EU) 2020/1816,
Annex II
Not
mat
erial
33
ESRS E1-9
Disaggregation of
monetary amounts
by acute and
chronic physical
risk paragraph 66
(a)
ESRS E1-9
Location of
significant assets
at material physical
risk paragraph 66
(c).
Article 449a Regulation
(EU) No 575/2013;
Commission Implementing
Regulation (EU) 2022/2453
paragraphs 46 and 47;
Template 5: Banking book -
Climate change physical
risk: Exposures subject to
physical risk.
Not
material
ESRS E1-9
Breakdown of the
carrying value of
its real estate
assets by energy-
efficiency classes
paragraph 67 (c).
Article 449a Regulation
(EU) No 575/2013;
Commission Implementing
Regulation (EU) 2022/2453
paragraph 34;Template
2:Banking book -Climate
change transition risk:
Loans collateralised by
immovable property -
Energy efficiency of the
collateral
Not
material
ESRS E1-9
Degree of
exposure of the
portfolio to climate-
related
opportunities
paragraph 69
Delegated
Regulatio
n
(EU) 2020
/1818,
Annex II
Not
material
ESRS E2-4
Amount of each
pollutant listed in
Annex II of the E-
PRTR Regulation
(European
Pollutant Release
and Transfer
Register) emitted
to air, water and
soil, paragraph 28
Indicator number 8
Table #1 of Annex 1
Indicator number 2
Table #2 of Annex 1
Indicator number 1
Table #2 of Annex 1
Indicator number 3
Table #2 of Annex 1
Not
material
ESRS E3-1
Water and marine
resources
paragraph 9
Indicator number 7
Table #2 of Annex 1
Not
material
ESRS E3-1
Dedicated policy
paragraph 13
Indicator number 8
Table 2 of Annex 1
Not
material
ESRS E3-1
Sustainable
oceans and seas
paragraph 14
Indicator number
12 Table #2 of
Annex 1
Not
material
34
.
ESRS E3-4
Total water recycled and reused paragraph 28
(c)
Indicator number
6.2 Table #2 of
Annex 1
Not
material
ESRS E3-4
Total water consumption in m 3 per net revenue
on own operations paragraph 29
Indicator number
6.1 Table #2 of
Annex 1
Not
material
ESRS 2- SBM 3 - E4 paragraph 16 (a) i
Indicator number
7 Table #1 of
Annex 1
Not
material
ESRS 2- SBM 3 - E4 paragraph 16 (b)
Indicator number
10 Table #2 of
Annex 1
Not
material
ESRS 2- SBM 3 - E4 paragraph 16 (c)
Indicator number
14 Table #2 of
Annex 1
Not
material
ESRS E4-2
Sustainable land / agriculture practices or
policies paragraph 24 (b)
Indicator number
11 Table #2 of
Annex 1
Not
material
ESRS E4-2
Sustainable oceans / seas practices or policies
paragraph 24 (c)
Indicator number
12 Table #2 of
Annex 1
Not
material
ESRS E4-2
Policies to address deforestation paragraph 24
(d)
Indicator number
15 Table #2 of
Annex 1
Not
material
ESRS E5-5
Non-recycled waste paragraph 37 (d)
Indicator number
13 Table #2 of
Annex 1
Not
material
ESRS E5-5
Hazardous waste and radioactive waste
paragraph 39
Indicator number
9 Table #1 of
Annex 1
Not
material
ESRS 2- SBM3 - S1
Risk of incidents of forced labour paragraph 14
(f)
Indicator number
13 Table #3 of
Annex I
Not
material
ESRS 2- SBM3 - S1
Risk of incidents of child labour paragraph 14
(g)
Indicator number
12 Table #3 of
Annex I
Not
material
ESRS S1-1
Human rights policy commitments paragraph 20
Indicator number
9 Table #3 and
Indicator number
11 Table #1 of
Annex I
Material 75
ESRS S1-1
Due diligence policies on issues addressed by
the fundamental International Labor
Organisation Conventions 1 to 8, paragraph 21
Delegated
Regulation
(EU) 2020/1
816,
Annex II
Material 75
35
.
ESRS S1-1
processes and measures
for preventing trafficking in
human beings paragraph
22
Indicator number
11 Table #3 of
Annex I
Not material 22
ESRS S1-1
workplace accident
prevention policy or
management system
paragraph 23
Indicator number 1
Table #3 of
Annex I
Not material
ESRS S1-3
grievance/complaints
handling mechanisms
paragraph 32 (c)
Indicator number 5
Table #3 of
Annex I
Material 23
ESRS S1-14
Number of fatalities and
number and rate of work-
related accidents
paragraph 88 (b) and (c)
Indicator number 2
Table #3 of
Annex I
Delegated
Regulation
(EU) 2020/181
6, Annex II
Material 26
ESRS S1-14
Number of days lost to
injuries, accidents, fatalities
or illness paragraph 88 (e)
Indicator number 3
Table #3 of
Annex I
Material 26
ESRS S1-16
Unadjusted gender pay gap
paragraph 97 (a)
Indicator number
12 Table #1 of
Annex I
Delegated
Regulation
(EU) 2020/181
6, Annex II
Material 26
ESRS S1-16
Excessive CEO pay ratio
paragraph 97 (b)
Indicator number 8
Table #3 of
Annex I
Material 26
ESRS S1-17
Incidents of discrimination
paragraph 103 (a)
Indicator number 7
Table #3 of
Annex I
Material 26
ESRS S1-17
Non-respect of UNGPs on
Business and Human
Rights and OECD
Guidelines paragraph 104
(a)
Indicator number
10 Table #1 and
Indicator n. 14
Table #3 of
Annex I
Delegated
Regulation
(EU) 2020/181
6, Annex II
Delegated
Regulation
(EU) 2020/181
8 Art 12 (1)
Material 26
36
.
ESRS 2- SBM3 – S2
Significant risk of child labour
or forced labour in the value
chain paragraph 11 (b)
Indicators number
12 and n. 13
Table #3 of
Annex I
Not material
ESRS S2-1
Human rights policy
commitments paragraph 17
Indicator number
9 Table #3 and
Indicator n. 11
Table #1 of Annex
1
Not material
ESRS S2-1 Policies related to
value chain workers
paragraph 18
Indicator number
11 and n. 4 Table
#3 of Annex 1
Not material
ESRS S2-1 Non-respect of
UNGPs on Business and
Human Rights principles and
OECD guidelines paragraph
19
Indicator number
10 Table #1 of
Annex 1
Delegated
Regulation
(EU) 2020/18
16, Annex II
Delegated
Regulation
(EU) 2020/18
18, Art 12 (1)
Not material
ESRS S2-1
Due diligence policies on
issues addressed by the
fundamental International
Labor Organisation
Conventions 1 to 8, paragraph
19
Delegated
Regulation
(EU) 2020/18
16, Annex II
Not material
ESRS S2-4
Human rights issues and
incidents connected to its
upstream and downstream
value chain paragraph 36
Indicator number
14 Table #3 of
Annex 1
Not material
ESRS S3-1
Human rights policy
commitments paragraph 16
Indicator number
9 Table #3 of
Annex 1 and
Indicator number
11 Table #1 of
Annex 1
Not material
ESRS S3-1
non-respect of UNGPs on
Business and Human Rights,
ILO principles or OECD
guidelines paragraph 17
Indicator number
10 Table #1
Annex 1
Delegated
Regulation
(EU) 2020/18
16, Annex II
Delegated
Regulation
(EU) 2020/18
18, Art 12 (1)
Not material
ESRS S3-4
Human rights issues and
incidents paragraph 36
Indicator number
14 Table #3 of
Annex 1
Not material
37
.
ESRS S4-4
Human rights issues and
incidents paragraph 35
Indicator number
14 Table #3 of
Annex 1
Not material
ESRS G1-1
United Nations Convention
against Corruption paragraph
10 (b)
Indicator number
15 Table #3 of
Annex 1
Material 27
ESRS G1-1
Protection of whistle- blowers
paragraph 10 (d)
Indicator number
6 Table #3 of
Annex 1
Material 27
ESRS G1-4
Fines for violation of anti-
corruption and anti-bribery
laws paragraph 24 (a)
Indicator number
17 Table #3 of
Annex 1
Delegated
Regulation
(EU) 2020/18
16, Annex II)
Material 27
ESRS G1-4
Standards of anti- corruption
and anti- bribery paragraph 24
(b)
Indicator number
16 Table #3 of
Annex 1
Material 28
ESRS S4-1 Policies related to
consumers and end-users
paragraph 16
Indicator number
9 Table #3 and
Indicator number
11 Table #1 of
Annex 1
Not material
ESRS S4-1
Non-respect of UNGPs on
Business and Human Rights
and OECD guidelines
paragraph 17
Indicator number
10 Table #1 of
Annex 1
Delegated
Regulation
(EU) 2020/18
16, Annex II
Delegated
Regulation
(EU) 2020/18
18, Art 12 (1)
Not material
Oslo, 20
th
April 2026
The Board of Directors of Aider Konsern
Knut Grotli, Chairman
Christina Fahle, Member
Patricia Olsson, Member
38
CONSOLIDATED
FINANCIAL
STATEMENT 2025
39
INCOME STATEMENT
AIDER KONSERN
INCOME STATEMENT
Note 2025 2024
(Amounts in NOK 1000)
Operating income
Revenue 3 1 964 839 1 328 365
Other income 7 636 11 241
Total operating income 1 972 476 1 339 606
Operating expenses
Cost of goods sold -189 808 -152 250
Personnel expenses 4 -1 317 389 -874 383
Other expenses 9 -306 402 -140 774
Amortizations and depreciations 6,7 -105 309 -71 732
Total operating expenses -1 918 908 -1 239 138
Operating profit 53 567 100 468
Net financial items 13 -157 595 -168 860
Profit before tax -104 028 -68 392
Income taxes 14 16 846 13 347
Profit for the period -87 182 -55 045
Other comprehensive income
Profit for the period -87 182 -55 045
Foreign currency translations 206 -
Total comprehensive income -86 976 -55 045
40
BALANCE SHEET
AIDER KONSERN
ASSETS
Note 31.12.2025 31.12.2024
(Amounts in NOK 1000)
Non-current assets
Intangible assets
Research and development 7 111 897 80 835
Deferred tax assets 14 30 595 7 856
Customer contracts 7 111 192 49 228
Goodwill 8 2 864 370 1 754 806
Total intangible assets 3 118 055 1 892 724
Tangible assets
Right-of-use assets 5,6 229 549 189 862
Property, plant and equipment 6 35 282 14 279
Total tangible assets 264 831 204 141
Non-current financial assets
Investment in associated companies 12 14 966 9 405
Investment in bonds 558 22 619
Loan to group companies - 333
Other non current receivables 19 895 10 840
Total non-current financial assets 35 418 43 198
Total non-current assets 3 418 304 2 140 062
Current assets
Accounts receivable 10 318 094 237 211
Other current receivables 17 74 433 31 790
Cash and cash equivalents 448 123 493 503
Total current assets 840 650 762 504
Total assets 4 258 953 2 902 566
41
BALANCE SHEET
AIDER KONSERN
EQUITY AND LIABILITIES Note 31.12.2025 31.12.2024
(Amounts in NOK 1.000)
EQUITY
Paid-in equity
Share capital 15 2 500 2 000
Share Premium 1 167 355 676 737
Total paid-in equity 1 169 855 678 737
Retained equity
Other equity -147 307 -60 332
Total retained equity -147 307 -60 332
Total Equity 1 022 548 618 405
LIABILITIES
Provisions
Deferred tax 14 1 384 -
Other provisions - 2 736
Total provisions 1 384 2 736
Non-current liabilities
Interest bearing debt 11,18 2 460 444 1 565 753
Lease liabilities 5 177 185 145 170
Total non current liabilities 2 637 629 1 710 924
Current liabilities
Accounts payable 55 586 42 703
Tax payable 14 4 256 281
Lease liabilities current 5 65 915 52 768
Public duties payable 197 628 116 998
Current convertible loans 21 96 472 201 802
Other current liabilities 17 177 536 155 950
Total current liabilities 597 393 570 502
Total liabilities 3 236 405 2 284 162
Total equity and liabilities 4 258 953 2 902 566
Knut Grotli Christina Fahle
Chairman of the board Board member
Patricia Olsson Andreas Vik
Board member CEO
OSLO, 20.04.2026
The Board of Directors
42
STATEMENT OF EQUITY
AIDER KONSERN
Amounts in
NOK 1000
Share
capital
Share
premium
Other
equity
Currency
adj.
Minority Total
Equity 1 January 2024 1 000 281 772 -5 287 - 159 277 644
Result for the period - - -55 045 - - -55 045
Transaction with minority - - - - -159 -159
Capital increase 1 000 394 965 - - - 395 965
Equity 31 December 2024 2 000 676 737 -60 332 - - 618 405
Result for the period - - -87 182 - - -87 182
Other comprehensive income - - - 206 - 206
Capital increase 500 490 618 - - - 491 118
Equity 31 December 2025 2 500 1 167 355 -147 514 206 - 1 022 548
43
CASH FLOW STATEMENT
AIDER KONSERN
Amounts in NOK 1000 Note 2025 2024
Operating activities
Profit for the period before tax -104 028 -68 392
Net financial items 141 537 177 485
Taxes paid -1 880 -11 688
Depreciation and amortization 105 309 71 732
External transactions costs 45 898 6 047
Change in accounts receivables -120 444 -73 037
Change in accounts payables 129 283 -17 794
Change in currency effects -219 -
Change in other accrual items 6 940 28 717
Cash flow from operating activities 202 396 113 071
Investment activities
Net expenditure on research and development -55 032 -49 973
Net expenditure on property, plant and equipment -13 344 -
Investment in subsidiaries - net of cash received
16 -684 695 -295 920
Interest received 31 535 33 189
Payment of external transaction costs -45 898 -6 047
Investment in shares and fund units -5 455 -304 767
Net payment on other investments -123 061 92 195
Cash flow from investment activities -895 950 -531 324
Financing activities
Proceeds from issuance of new long-term liabilities
11 895 035 1 529 332
Interest paid -173 072 -202 049
Repayment of long-term liabilities -344 -856 641
Payment of principal portion of lease liabilities
5 -73 445 -52 772
Cash flow from financing activities 648 174 417 870
Net change in cash and cash equivalents -45 380 -381
Cash and cash equivalents start of period 493 503 493 884
Cash and cash equivalents end of period 448 123 493 503
The cash flow statement has been restated for 2024 . We now disclose only cash payments for
acquisitions, and not the issuance of equity from the consideration.
44
NOTES TO CONSOLIDATED FINANCIAL STATEMENT
NOTE 1 – ACCOUNTING PRINCIPLES
General information
Aider Konsern (the group) consists of Aider Konsern AS
(the company) and its subsidiaries. The head office is
located at Karl Johans gate 37, 0162 Oslo.
Aider Konsern's consolidated statements for 2025 were
authorized for issue by the board of directors on
April200th, 2026.
Basis for preparation
Aider Konsern AS's consolidated financial statements are
prepared in accordance with International Financial
Reporting Standards (IFRS) as adopted by the EU, and
with Norwegian disclosure requirements under the
Norwegian Accounting Act
The consolidated financial statements are based on the
principles of historical cost accounting, except for the
following accounting items:
• Financial instruments at fair value through profit or
loss and financial instruments through other
comprehensive income and expenses
• The consolidated financial statements have been
prepared using consistent accounting principles for
similar transactions and events under otherwise
similar circumstances.
Changes in accounting policies and
notes
No changes in IFRSs relevant to the 2025 financial
statements have been made in the current year.
Consolidation principles
The consolidated financial statements comprise the
financial statements of the parent company and its
subsidiaries as of December 31, 2025. An entity is
considered to be controlled by the group when the group
is exposed to, or has rights to, variable returns from its
involvement with the entity and has the ability to affect
those returns through its power over the entity.
Therefore, the group controls an entity in which it has
invested if, and only if, the group:
• has power over the entity
• is exposed to, or has rights to, variable returns from
its involvement with the entity
• has the ability to use its power over the entity to
affect its returns.
If the group has a majority of the voting rights in an entity,
the entity is presumptively a subsidiary in the group. To
support this presumption and where the group does not
hold the majority of the voting rights, the group considers
all relevant facts and circumstances to evaluate whether
the group controls the entity in which it has invested. This
includes, among other things, ownership percentage,
voting percentage, ownership structure and relative
strength, as well as options controlled by the group and
shareholder agreements or other agreements
Assessments are made for each investment.
The group performs a reassessment of whether it
controls or does not control an entity when facts and
circumstances indicate that there are changes in one or
more of the control elements.
The acquisition method is used in accounting for
business combinations, see note 15. Subsidiaries are
consolidated from the date the group obtains control and
are deconsolidated when control ceases.
The result, as well as each component of other
comprehensive income and expenses, is attributed to the
group and to non-controlling interests, even if this results
in a loss for the non-controlling interests. If necessary,
the subsidiaries' financial statements are adjusted to
comply with the group's accounting policies. Intra-group
transactions and balances, as well as gains and losses
arising from transactions between the companies, are
eliminated. Non-controlling ownership interests are
presented on a separate line within the equity section of
the consolidated balance sheet.
Business combinations
The acquisition method is used for accounting for
business combinations.
Acquired assets and liabilities in connection with
business combinations are measured at fair value at the
acquisition date. The company is consolidated from the
point at which the group gains control and is excluded
from consolidation when control ceases. Costs related to
acquisitions are expensed as they are incurred. Non-
controlling interests are calculated based on the non-
controlling interests' share of identifiable assets and
liabilities or at fair value. The choice of method is made
for each individual business combination.
Goodwill is calculated as the sum of the consideration
and the accounting value of non-controlling interests and
the fair value of previously owned equity interests, less
the net value of identifiable assets and liabilities
calculated at the time of acquisition. Goodwill is not
amortized but is tested for impairment at least annually.
45
Goodwill is allocated to the cash-generating units that are
expected to benefit from the acquisition synergies,
regardless of whether other assets and liabilities in the
acquisition are attributed to these cash-generating units.
If the fair value of the net assets in the business
combination exceeds the consideration (negative
goodwill), the difference is recognized as income
immediately at the acquisition date.
Use of estimates
The management has used estimates and assumptions
that have affected assets, liabilities, revenues, expenses,
and disclosure of potential obligations. This applies in
particular to depreciation of fixed assets, impairment of
goodwill, valuations related to acquisitions, and pension
obligations. Future events may cause the estimates to
change. Estimates and their underlying assumptions are
assessed on an ongoing basis and are based on best
judgment and historical experience. Changes in
accounting estimates are recognized in the period in
which the changes occur. If the changes also relate to
future periods, the effect is distributed over the current
and future periods.
Significant accounting judgements
In preparing the financial statements, management is
required to make judgements, apart from those involving
estimates, that have the most significant effect on the
amounts recognized in the financial statements.
The following are the significant judgements made by
management in applying the Company’s accounting
policies:
Identification of cashgenerating units
(CGUs)
Management applies judgement in identifying the
appropriate cash generating units (CGUs) to which
goodwill is allocated. This assessment requires
judgement regarding how goodwill is monitored for
internal management purposes and how the operations
generate largely independent cash inflows.
Allocation of goodwill
Judgement is applied in allocating goodwill to CGUs or
groups of CGUs that are expected to benefit from the
synergies of the business combination. This includes
assessing the level at which goodwill is managed and
reviewed internally and ensuring consistency with the
requirements of IAS 36.
Determination of whether indicators of
impairment exist
Management exercises judgement in assessing whether
indicators of impairment exist for goodwill and related
CGUs. This assessment considers internal and external
factors, including changes in market conditions,
operating performance, and strategic decisions affecting
the underlying business.
Consolidation and significant influence
Management exercises judgement in assessing whether
the Company controls, jointly controls, or has significant
influence over other entities. This assessment is based
on an evaluation of voting rights, contractual
arrangements, and the ability to direct relevant activities.
Currency
The presentation currency of the group is NOK, which is
also the functional currency of the parent company.
Companies with a different functional currency are
translated to the balance sheet date exchange rate for
balance sheet items, including goodwill, and to the
transactional exchange rate for income statement items.
Monthly average rates are used as an approximation of
the transactional exchange rate. Translation differences
are recognized in other income and expenses. Upon loss
of control, significant influence or joint control,
accumulated translation differences related to
investments attributable to controlling interests are
recognized in profit or loss. Upon partial disposal of
subsidiaries (not loss of control), the proportional share
of accumulated translation differences is attributed to
non-controlling interests.
Revenue
Revenues consist primarily of accounting services, sales
of system services, and other financial advice. Revenue
for these services is accounted for in accordance with
IFRS 15 Revenue from contract with customers
The Company recognises revenue when (or as) it
satisfies a performance obligation by transferring a
promised service to a customer, at an amount that
reflects the consideration to which the Company expects
to be entitled in exchange for those services. This is
typically measured by
• Time incurred (hours worked) or number of
transaction processed based on the agreement
• Straight-line recognition for fixed-fee recurring
services (e.g. monthly accounting services excluding
tax and statutory reporting), as this best reflects the
transfer of services to the customer.
For services that represent a distinct deliverable (e.g.
completion of a specific report or advisory engagement),
revenue is recognised at a point in time when the agreed
deliverable has been provided to the customer.
Tech services that is sale of licenses is recognised over
the license period
46
Segments
For management reporting purposes, the Group is
organized into different business areas based on their
activities, and the Group consists of 3 reporting
segments. Further information about the different
segments and related financial information is presented
in Note 3.
Tax
The tax expense in the income statement includes both
the current payable tax and changes in deferred tax.
Deferred tax is calculated at 22% based on temporary
differences between accounting and tax values, as well
as tax loss carryforwards at the end of the accounting
year. Tax-increasing and tax-decreasing temporary
differences that reverse or may reverse in the same
period are offset and netted. Net deferred tax assets are
recognized to the extent it is probable that they can be
utilized. An asset for deferred tax is recognized when it is
probable that the company will have sufficient taxable
profits in future periods to utilize the tax benefit. The
companies recognize previously unrecognized asset for
deferred tax to the extent it has become probable that the
company can utilize the deferred tax benefit. Similarly,
the company will reduce the asset for deferred tax to the
extent it no longer considers it probable that it can utilize
the deferred tax benefit.
Deferred tax assets and liabilities are measured based
on the expected future tax rate for the companies in the
group where temporary differences have arisen. Deferred
tax assets and liabilities are measured at nominal value
and classified as long-term liabilities (non-current assets)
in the balance sheet. Payable tax and assets or liabilities
for deferred tax are recognized directly against equity to
the extent that the tax items relate to items recognized
directly against equity.
Leases
Leased operating assets are accounted for under IFRS
16 and classified as property, plant and equipment in the
financial statements. The corresponding liability is
included as long-term debt.
Lease payments are split between interest expense and
principal repayment.
Classification of assets and liabilities
The Group distinguishes between current assets and
non-current assets when presenting assets in the
balance sheet. Similarly, short-term and long-term
liabilities are distinguished.
The Group classifies an asset as a current asset when it:
• expects to realize the asset or intends to sell or
consume it in the Group's ordinary operating cycle
• primarily holds the asset for trading
• expects to realize the asset within twelve months
after the reporting period
• The asset is in the form of cash or a cash equivalent,
unless the asset is subject to a restriction that
prevents it from being exchanged or used to settle a
liability for at least twelve months after the reporting
period.
All other assets are classified as fixed assets, including
deferred tax assets.
The group classifies liabilities as short-term when the
obligation:
• Is expected to be settled in the entity's ordinary
operating cycle
• Primarily holds the obligation for sale
• Falls due for settlement within twelve months after
the reporting period
Or
• The group does not have an unconditional right to
defer settlement of the obligation for at least twelve
months after the reporting period.
• All other liabilities are classified as long-term debt,
including deferred tax liabilities.
Fixed assets
Property, plant, and equipment intended for production,
delivery of goods, or administrative purposes and with a
durable lifespan are classified as tangible fixed assets.
These assets are measured at acquisition cost, less
accumulated depreciation and impairment losses. When
sold or disposed of, the carrying amount is deducted and
any loss (gain) is recognized in the income statement.
The acquisition cost of tangible fixed assets includes
purchase price, taxes, and expenses directly related to
preparing the asset for use. Expenses incurred after the
asset is put into use, such as ongoing maintenance, are
recognized as operating expenses, while upgrades or
improvements are added to the asset's cost and
depreciated along with it. The depreciation period and
method are reviewed annually. The residual value is
estimated at each year-end, and changes in the estimate
are recognized as an estimate change. Significant assets
consisting of substantial components with different useful
lives are decomposed with different depreciation periods
for the various components.
Intangible assets
Individually acquired intangible assets are recognized in
the balance sheet at cost. Intangible assets acquired
through business combinations are recognized in the
consolidated financial statements at fair value. In
subsequent reporting periods, intangible assets are
measured at cost, reduced by any accumulated
depreciation and impairment. Internally generated
47
intangible assets, except capitalized development costs,
are not recognized in the balance sheet but are
expensed as incurred. Intangible assets with a definite
useful life are depreciated over their economic life and
are tested for impairment when there are indications of
impairment.
Goodwill are not depreciated but are tested for
impairment if there are indications of impairment, at least
annually, either individually or as part of a cash-
generating unit. For indefinite-lived intangible assets, an
annual assessment is made as to whether the
assumption of indefinite life can be supported. If not, the
change is treated prospectively as a change to a definite
life. Gain or loss on disposal of intangible assets is
calculated as the difference between net sales proceeds
and carrying amount. Gain is recognized as "other
operating income" and loss as "other operating
expenses".
Research and development
Expenses related to research and development are
capitalized to the extent that one can identify a future
economic benefit related to the development of an
identifiable intangible asset and where the acquisition
cost can be reliably measured. Otherwise, such
expenses are expensed as incurred. Capitalized
research and development costs are depreciated on a
straight-line basis over the economic life.
Write-down of non-financial assets
The group evaluates at each reporting date whether
there are indications that an asset has declined in value.
If such indications exist, the asset's recoverable amount
is estimated. The recoverable amount is considered as
the higher of fair value less costs to sell and value in use,
and is calculated for an individual asset, unless the asset
does not generate cash inflows that are largely
independent of cash inflows from other assets or groups
of assets.
An asset has declined in value when its carrying amount
exceeds its recoverable amount, and in such cases, the
asset is written down to its recoverable amount. The
reduction is a loss on impairment, which is recognized in
profit or loss. The group evaluates at each reporting date
whether there are indications that an impairment loss
recognized for an asset other than goodwill in prior years
no longer exists or has decreased. If such indications
exist, the recoverable amount of this asset is estimated,
and the previously recognized impairment loss is
reversed up to a maximum amount that does not exceed
the carrying amount that would have been determined
(net of depreciation) had no impairment loss been
recognized in prior years.
Financial instruments
A financial instrument is any contract that gives rise to a
financial asset for one entity and a financial liability or an
equity instrument for another entity.
Financial assets
The group's financial assets are: trade receivables and
cash and cash equivalents.
The classification of financial assets at initial recognition
depends on the characteristics of the contractual cash
flows of the asset and the business model that the group
uses in managing its financial assets. With the exception
of trade receivables that do not have a significant
financing element, the group recognizes a financial asset
at fair value plus transaction costs, if the financial asset is
not measured at fair value with value changes through
other income and expenses. The group classifies its
financial assets as follows:
Financial assets measured at amortized
cost
Financial assets measured at fair value with value
changes through other income and expenses with
reclassification of cumulative gains and losses to profit
and loss
Equity instruments measured at fair value with value
changes through other income and expenses without
reclassification of cumulative gains and losses to profit
and loss
Derivatives measured at fair value through profit or loss
(not designated as hedging instruments)
Financial assets measured to amortized
cost
The company measures financial assets at amortized
cost if the following conditions are met:
• The financial asset is held in a business model where
the objective is to collect contractual cash flows, and
• The contractual terms of the financial asset give rise
to cash flows that are solely payments of principal
and interest on specified dates.
Subsequent measurement of financial assets measured
at amortized cost is done using the effective interest rate
method and is subject to impairment losses.
Gains and losses are recognized in profit or loss when
the asset is derecognized, modified, or impaired. The
company's financial assets measured at amortized cost
include trade receivables and other short-term deposits.
Derecognition of financial assets
A financial asset (or, where applicable, a part of a
financial asset or a part of a group of similar financial
48
assets) is derecognized (removed from the consolidated
balance sheet of the group) when:
• The contractual right to receive cash flows from the
financial asset expires, or
• The group has transferred the contractual right to
receive the cash flows from the financial asset, or
has retained the contractual right to receive the cash
flows from a financial asset but has assumed an
obligation to pay them to another party; and either:
• The group has transferred substantially all risks and
benefits associated with the asset, or
• The group has neither transferred nor retained
substantially all risks and benefits associated with the
asset but has transferred control of the asset.
Financial liabilities
Financial liabilities are, at initial recognition, classified as
loans and obligations. Loans and obligations are
recognized at fair value adjusted for directly attributable
transaction costs.
Loans and liabilities
After initial recognition, interest-bearing loans will be
measured at amortized cost using the effective interest
rate method. Gains and losses are recognized in the
income statement when the liability is derecognized.
Amortized cost is calculated by taking into account any
discount or premium on purchase, or costs and fees that
are an integral part of the effective interest rate. The
effective interest rate is presented as finance costs in the
income statement. Liabilities are measured at their
nominal amount if the effect of discounting is
insignificant.
Derecognition of financial liabilities
Financial liability is derecognized when the liability is
settled, cancelled or expired. When an existing financial
liability is replaced with a new liability from the same
lender where the terms are substantially modified, or the
terms of an existing liability are materially modified, the
original liability is derecognized and a new liability is
recognized. The difference in the carrying amount is
recognized in profit or loss.
Measurement of fair value
Fair value of financial instruments traded in active
markets is determined at the end of the reporting period
by reference to quoted market prices or dealer prices (bid
prices for long positions and ask prices for short
positions) without deduction of transaction costs.
For financial instruments not traded in an active market,
fair value is determined using an appropriate valuation
method. Such valuation methods include the use of
recently executed arm's length market transactions
between knowledgeable and willing parties, if available,
reference to the current fair value of another instrument
that is substantially the same, discounted cash flow
calculations, or other valuation models.
Cash and cash equivalents
Cash and cash equivalents include cash, bank deposits,
and other short-term, highly liquid investments. The cash
flow statement has been prepared using the indirect
method.
Events after the balance sheet date
New information after the balance sheet date regarding
the company's financial position on the balance sheet
date has been taken into account in the financial
statements. Events after the balance sheet date that do
not affect the company's financial position on the balance
sheet date, but that will affect the company's financial
position in the future, are disclosed if they are significant.
49
NOTE 2 - GENERAL INFORMATION
Financial Risk Management
Foreign Exchange Risk
Credit Risk
Short invoicing and payment cycles
Advance billing or monthly billing practices
Liquidity Risk
Positive operating cash flows
Cash and cash equivalents
Committed credit facilities, where
applicable
The customer base mainly consists of established corporate clients. Credit risk is considered limited due to:
The Group does not hold any material collateral. Expected credit losses are recognised in accordance with IFRS 9,
based on historical loss experience and forward‑looking information. Historically, realised credit losses have been low.
Liquidity risk is the risk that the Group will encounter difficulty in meeting its financial obligations as they fall due. The
Group’s liquidity risk arises primarily from operating expenses, lease liabilities and settlement of trade payables.
The Group seeks to maintain sufficient liquidity through:
Cash flow forecasts are prepared on a regular basis to ensure that the Group has adequate liquidity to meet its
obligations. The Group has not experienced any material liquidity constraints during the reporting period.
Credit risk represents the risk of financial loss to the Group if a customer or counterparty fails to meet its contractual
obligations. The Group’s credit risk primarily relates to trade receivables arising from the provision of professional
services.
The Group is exposed to financial risks through its operations, primarily arising from foreign exchange risk, credit risk,
liquidity risk and interest rate risk. The Group’s overall risk management framework focuses on the unpredictability of
financial markets and seeks to minimise potential adverse effects on the Group’s financial performance and cash flows.
Financial risk management is carried out in accordance with policies approved by the Board of Directors. The Group
does not engage in speculative financial transactions.
The Group operates through subsidiaries in several countries, and is therefore exposed to foreign exchange risk, mainly
related to fluctuations in exchange rates between NOK and foreign currencies. The most significant exposure arises
from net investments in foreign subsidiaries and from intercompany balances denominated in foreign currencies.
Foreign currency transactions are primarily related to management fees, shared service charges and salary costs.
Exchange rate differences arising on settlement of such transactions are recognised in profit or loss. Translation
differences arising from the consolidation of foreign subsidiaries are recognised in other comprehensive income and
accumulated in equity as translation differences.
The Group does not currently use derivative financial instruments to hedge foreign exchange exposure. Management
continuously evaluates the cost‑benefit of implementing hedging arrangements as the scale of foreign operations
develops.
50
NOTE 2 - GENERAL INFORMATION CONTINUE
Interest Rate Risk
Interest rate sensitivity analysis
(Amount in Increase in Decrease in interest NOK million)interest rate +1.0%rate –1.0%Impact on profit/(loss)-19,19 19,19Impact on equity-19,19 19,19
As the Group does not have significant variable‑rate borrowings, changes in market interest rates are not expected to
have a material impact on profit or loss.
The table below shows a reasonably possible parallel shift of ±1.0 percentage point in market interest rates at the
reporting date, with all other variables held constant.
Interest rate risk relates to the risk that changes in market interest rates will affect the Group’s financial performance.
The Group’s exposure to interest rate risk relates to the bond loan and interest‑bearing lease liabilities and, where
applicable, bank deposits or overdraft facilities.
51
NOTE 3 - SEGMENTS
The Group’s CODM is the executive management team.
These segments derive their revenues primarily from fees for professional services.
Basis of measurement
The tables below shows results in thew period the acquired entities has been a part of the Group.
Segment results 2025Other Amounts in Personnel operating NOK 1000External revenue Internal revenue COGScostscosts EBITDANorway 1 854 514 80 356 -185 699 -1 247 246 -414 576 87 349 Legal 19 134 758 -872 -11 434 -4 201 3 385 International 98 627 2 182 -3 237 -58 709 -41 338 -2 475Other - - - - - - Elimination 200 -83 296 - - 153 713 70 617 Total 1 972 476 - -189 808 -1 317 389 -306 402 158 876
Segment results 2024Other Amounts in operating NOK 1000External revenue Internal revenue COGS Personell costscosts EBITDANorway 1 339 606 - -152 250 -874 384 -140 771 172 201 Total 1 339 606 - -152 250 -874 384 -140 771 172 201
Reconciliation from operating profit to EBITDA
The Group’s operating segments are identified based on internal reports that are regularly reviewed by the Chief Operating
Decision Maker (CODM) in order to allocate resources and assess performance.
The Group has identified the following reportable operating segments, which reflect the Group’s management structure
and internal reporting. Norway, Legal and International.
Segment information is presented using the same accounting principles as applied in the consolidated financial
statements, except that certain centrally managed items are not allocated to segments.
The Group evaluates segment performance based on EBITDA ,which is measured as earnings before net financial items
and income tax.
In 2024 and until the autumn 2025 Aider had one segment related to the accounting, payroll and advising services in
Norway. Therefore, no comparable figures are relevant.
After acquisition of Aider Legal, Aider Poland and several companies in Sweden, Aider has three operating segments:
Aider Norway, Aider International and Aider Legal. Other represents group functions not allocated to segments
Amounts in 2025 2024NOK 1000Operating profit53 567 100 468 Depreciations and amortisations105 309 71 734 EBITDA 158 876 172 201
52
NOTE 3 - SEGMENTS CONTINUE
Segment assets and liabilities
Entity‑wide disclosures
Information about products and services
The Group’s revenues are derived from fees from professional services.
Geographical information
Amounts in NOK 10002025 2024Norway 1 879 381 1 339 606 Sweden 14 388 - Denmark 88 - Poland 78 619 - Total 1 972 476 1 339 606
Major customers
No single external customer accounted for 10% or more of the Group’s total revenue during the year.
Segment assets include goodwill, property, plant and equipment, and working capital items directly
attributable to each segment.
20252024Amounts in NOK 1000Non current Total assets Non current Total assets Norway 3 046 869 3 823 821 2 140 062 2 902 556 Legal 197 338 253 330 - - International 66 198 133 537 - - Other - - - - Elimination 107 898 48 266 - - Total 3 418 304 4 258 953 2 140 062 2 902 556
53
Amounts in 2025 2024NOK 1000Salaries 1 036 148 712 014 Social security tax 161 105 102 710 Pensions costs 51 137 36 596 Other benefits 104 928 32 108 Capitilized personnel costs -35 930 -9 045 Total personell expenses 1 317 389 874 383 Number of full time employees 1 774 1 039
Key management compensation
Amounts in 2025 2024* (CEO)NOK 1000Base salary 1) 9 670 2 465 Benefits 2) 308 1 099 Incentive plan 3) 878 Pension 4)) 382 47 Total compensation 11 238 3 611
* The group management was established in 2025, 2024 represents the compensation to the CEO
1) Base salary includes holiday pay
2) Include car allowance, insurance, mobile phones and broadband subscription
3) See below
4) Pension compensation plan. There is no benefit plans
Share-based incentive program
NOTE 4 - PAYROLL COSTS, NUMBER OF EMPLOYEES, ALLOWANCE,
LOANS TO EMPLOYEES
The Company operates share-based incentive arrangements for senior employees through investments in ManCo
shares and MIP shares.
ManCo shares represent indirect ownership in the group’s management company and are primarily held by
partners and senior executives, while Management Insentive Program (MIP) shares are offered to a broader group
of key personnel under a structured incentive program.
MIP shares are partly financed through non‑recourse loans granted by group companies, whereas ManCo shares
are generally funded through direct equity investments.
The CEO is employed in Aider AS. In 2024 and until 2025 holding companies owned by the CEO ; Board of
directors and other related parties from the parent company Aider Konsern have been given loan and securities .
By year end 2025 the Group CEO had a loan of NOK 360,000 in relation to the share-based incentive program in
the group. The loan has an interest of 5%.
In addition to the above, the fees to the board of directors amounted to NOK 150.000 in 2025 and NOK 0 in 2024.
The table below outlines managment compensation for 2024 and 2025 by categories, The figures presented in
each category are the total amounts for both the the CEO and management team.
54
NOTE 5 - LEASES
The group have lease agreements mainly for offices, office equipment and vehicles.
The right of use assets consist of the following assets
Lease liabilities
Amounts in NOK 1.000Right of use assets2025 2024Balance at 01 January189 862 118 109 Depreciations-61 442 -46 410 Additions80 271 106 210 Adjustments20 503 11 953 Effects of changes in foreign exchange355 - Balance at 31 December229 549 189 862
Book value at year end2025 2024Land and bulidings222 371 182 528 Equipment5 750 6 964 Motor Vehicles1 428 370 Total229 549 189 862
At year end 2025 Financial sublease Maturity analysis - contractual undiscounted cash flows LiabilitiespaymentsLess than one year80 291 -1 977 One to five years172 978 -1 255 More than five years31 528 - Total undiscounted lease liabilities at 31 December 2025281 565 -3 232 Lease liabilities included in the statement of financial position at 243 100 -3 052 31 December 2025Current65 915 -1 826 Non-current177 185 -1 226
Amounts recognised in the statement of cash flow 2025Total cash outflow for leases73 445 Total cash inflow for subleases-2 785
Amounts recognised in profit or loss 2025 2024Interest on lease liabilities14 343 10 247 Depreciation of right-of-use assets61 442 46 410 Gains (-) and losses (+) due to terminations, purchases, impairments, -247 -3 752 and other changesIncome from operating subleases-181 -213 Expenses relating to short-term leases2 079 1 928
55
NOTE 6 - PROPERTY, PLANT AND EQUIPMENT
Accumulated cost
56
Amounts in Property, plant Right of use assets TotalNOK 1000and equipmentBalance at 01 January 202418 788 154 442 173 230 Acquisitions through business combinations 4 997 44 193 49 190Additions 6 796 62 018 68 814Adjustments - 11 953 11 953Disposals -822 -5 020 -5 842Effects of movements in exchange rates - - -Balance at 31 December 2024 29 759 267 586 297 345
Amounts in Property, plant Right of use assets TotalNOK 1000and equipmentBalance at 01 January 2025 29 759 267 586 297 345Acquisitions through business combinations 15 404 77 556 92 960Additions 13 344 17 270 30 614Adjustments - 5 949 5 949Disposal of residual values - -22 714 -22 714Effects of movements in exchange rates - 402 402Balance at 31 December 2025 58 507 346 049 404 556
NOTE 6 - PROPERTY, PLANT AND EQUIPMENT CONTINUE
Accumulated depreciation and impairment losses
Amount s in NOK 1000Property, plant and equipmentRight of use assets TotalBalance at 31 December 2024 14 279 189 862 204 141 Balance at 31 December 2025 35 332 229 549 264 881 Useful life 3-5 years Contract periods
Right of use assets are mainly lease of offices , see note 5 leases for further information
about right of use assets.
57
Amounts in Property, plant Right of use assets TotalNOK 1000and equipmentBalance at 01 January 2024 10 542 36 334 46 876Additions (reclassifications, etc.) - - -Depreciation 4 938 46 410 51 348Impairment or reversal of impairment - - -Disposals - -5 020 -5 020Effects of movements in exchange rates - - -Balance at 31 December 2024 15 480 77 724 93 204
Amounts in Property, plant Right of use assets TotalNOK 1000and equipmentBalance at 01 January 2025 15 480 77 724 93 204Depreciation 7 695 61 442 69 137Impairment or reversal of impairment - - -Disposals - -22 714 -22 714Effects of movements in exchange rates - 48 48Balance at 31 December 2025 23 175 116 500 139 675
NOTE 7 - GOODWILL AND INTANGIBLE ASSETS
Customer contracts relates to identified value of customer contracts in business combinations.
Development relates primarily to solutions for automation of incoming invoices for accounting systems and
development of a quality system.
58
Amounts in Customer DevelopmentGoodwill TotalNOK 1000contractsBalance at 01 January 2025 125 155 49 228 1 754 813 1 929 189Acquisitions through business combinations - 74 406 1 109 557 1 183 963Additions 55 032 - - 55 032Effects of movements in exchange rates - - - -Balance at 31 December 2025 180 187 123 634 2 864 370 3 168 184
Accumulated amortization and impairment lossesAmounts in Customer DevelopmentGoodwill TotalNOK 1000contractsBalance at 01 January 2024 39 382 - - 39 382Amortization 4 938 - - 4 938Impairment or reversal of impairment - - - -Disposals - - - -Effects of movements in exchange rates - - - -Balance at 31 December 2025 44 320 - - 44 320
Amounts in Customer DevelopmentGoodwill TotalNOK 1000contractsBalance at 01 January 2025 44 320 - - 44 320Amortization 23 970 12 442 - 36 412 Impairment or reversal of impairment - - - -Disposals - - - -Effects of movements in exchange rates - - - -Balance at 31 December 2025 68 290 12 442 - 80 732
Amounts in Customer DevelopmentGoodwill TotalNOK 1000contractsBalance at 31 December 2024 80 835 49 228 1 754 813 1 884 869Balance at 31 December 2025 111 897 111 192 2 864 370 3 087 452Useful life3-5 years 5 years
Accumulated costAmounts in Customer DevelopmentGoodwill TotalNOK 1000contractsBalance at 01 January 2024 66 474 - 895 077 961 551Acquisitions through business combinations 15 506 49 228 859 729 924 463Additions 43 175 - - 43 175Effects of movements in exchange rates - - 7 -Balance at 31 December 2024 125 155 49 228 1 754 813 1 929 189
NOTE 8 - IMPAIRMENT TEST
Allocation of goodwill to CGUs
At 31 December 2025, goodwill was allocated as follows:
Basis for impairment testing
Key assumptions
The key assumptions used in the impairment tests are as follows:
Discount rate (after ‑tax): 9.5%–10.5%
Terminal growth rate: 2.0%
The growth rate reflects long‑term expected inflation and market growth.
EBITDA margins: Based on historical performance and expected market developments.
The discount rate reflects management’s estimate of the weighted average cost of capital, adjusted
for CGU‑specific risks.
Management believes that the assumptions used are reasonable and consistent with external
market data.
Goodwill is tested for impairment annually, and whenever there is an indication that the carrying
amount may be impaired. Goodwill is allocated to cash‑generating units (“CGUs”) that are expected
to benefit from the synergies of the business combinations in which the goodwill arose.
The Group’s CGUs represent the lowest level at which goodwill is monitored for internal
management purposes and do not exceed the operating segment level.
The recoverable amount of each CGU has been determined based on value in use, calculated using
discounted cash flow projections derived from management‑approved budgets covering a five‑year
period.
Cash flows beyond the forecast period are extrapolated using a terminal growth rate that does not
exceed the long‑term average growth rate for the relevant market.
The impairment test compares the recoverable amount of each CGU with its carrying amount,
including allocated goodwill.
59
GoodwillCGU (NOK millions)2025 2024Norway 2 505 1 755Legal 151 -International 208 -Total goodwill 2 864 1 755
NOTE 8 - IMPAIRMENT TEST CONTINUE
Sensitivity analysis
A 1 percentage point increase in the discount rate, or
A 1 percentage point decrease in the terminal growth rate
would not cause the carrying amount of any CGU to exceed its recoverable amount.
Accordingly, no impairment of goodwill has been recognised for the year ended 31 December 2025.
Management has performed sensitivity analyses on the key assumptions used in the impairment
tests. The analysis indicates that:
60
NOTE 9 - OTHER OPERATING COST AND AUDIT EXPENSE
Other operating costs
Amounts in 2025 2024NOK 1000Audit, consultancy and legal fees 70 696 30 074Other office costs including short term rent 29 178 24 044Costs for software and IT equipment 74 574 37 087Training expenses 8 683 10 226Advertising and sales costs 21 551 8 847Loss on accounts receivable 10 423 2 965Other expenses 91 299 27 529Total other operating costs 306 402 140 774
Audit , consulting and legal fees includes transasction costs of NOK 45,9 mill
and 6 mill for 2025 and 2024 respectively
Audit expenses
NOTE 10 - ACCOUNTS RECEIVABLE
61
Amounts in 2025 2024NOK 1000Audit services3 563 2 499Other services147 158Total3 710 2 657
Amounts in 2025 2024NOK 1000Accounts receivables 325 122 242 400 Allowance for bad debt. -7 028 -5 190Net Account receivable 318 094 237 210 Account receivable on the balance sheet date 325 122 of which due less than 30 days 290 267 of which due 30-90 days 19 053 of which due over 90 days 15 802 Actual losses on accounts receivable 6 574 6 434
NOTE 11 - LONG TERM INTEREST BEARING DEBT
Long-term debt is due in 2028
Amounts in Currency Maturity Drawn AmountNOK 1000Bond NOK 05.09.2028 2 070 000
Cash covenant 31.12.2025Cash and cash equivalents 448 123 Overdraft facility 100 000 Free liquidity 548 123 Covenant requirement, highest of NOK 50m or 5% of bond 103 500 Over/under coverage 444 623
Leverage Ratio: NIBD to EBITDA, post Baker Tilly DK transaction 31.01.2026Debt LeverageOutstanding bond loan 2 070 000 Other interest-bearing debt* 385 539 Total interest-bearing liabilities 2 455 539 Cash and cash equivalents** 183 081 Net interest-bearing debt 2 272 458 EBITDAA LTM with identified synergies*** 431 652 EBITDAA LTM used for incurrence test computation**** 275 922 NIBD to EBITDA, bond-terms with one-off/cost-adjustments caps of 10% 8,2NIBD to EBITDA, assuming no caps on oneoff/cost-adjustments 5,3
Bond terms
* Including credit acquisition facility in DNB and debt acquired in Baker Tilly DK transaction. Excluding debt in Aider Legal
** Post closing payments for Baker Tilly DK and loan to Aider Legal
**** EBITDAA LTM according to the bond-terms where oneoff items and synergies/cost-adjustments are capped at 10%, respectively
Aider Konsern has an outstanding bond of MNOK 2,070, where it can tap up to MNOK 2,250. The bond carries an
interest rate of 4.15% + NIBOR, and the principal shall be paid in full on the maturity date. The bond has one
covenant relating to minimum liquidity. The company must at all times have the higher of MNOK 50 or 5% of the
aggregate outstanding nominal bond amount in free liquidity. Aider complies with this covenant requirement. In
order for Aider Konsern to tap the bond, the company must satisfy an incurrence test of a 4.5x leverage ratio.
*** EBITDAA LTM is based upon pro-forma figures for 2025 with NGAAP treatment of leases, excluding Aider Legal, but including Baker Tilly
DK
62
NOTE 12 - INVESTMENTS IN SUBSIDIARIES
Voting CompanyOffice OwnershipshareAider AS Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %Acceptor Revisjon AS c/o Aider AS, Lars Hilles gate 30, 5008 Bergen Norge 100 % 100 %Advokatfirmaet Aider Legal Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %ASAdvokatfirmaet Strandenæs Munkedamsveien 3B, 0161 Oslo Norge 100 % 100 %ASAider Danmark ApS Oven Bæltet 11, 5500 Middelfart Danmark 100 % 100 %Aider Gjøvik AS Damvegen 8, 2827 Hunndalen Norge 100 % 100 %Aider Legal Holding AS Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %Aider Polen ul. Towarowa 7, 00-839 Warszawa Polen 100 % 100 %Aredi Sverige AB Östra Hamngatan 29, 411 10 Göteborg Sverige 100 % 100 %Arinto Regnskap AS Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %Ascender AS Hieronymus Heyerdahls gate 1, 0160 Oslo Norge 100 % 100 %Axera Business Management Tordenskiolds gate 10, 0160 Oslo Norge 100 % 100 %ASBedre Økonomitjenester AS Ole Tobias Olsens gate 7, 8622 Mo i Rana Norge 100 % 100 %Bedriftspartner AS Strandgata 30, 8656 Mosjøen Norge 100 % 100 %Business Control Partner Krokslätts Fabriker 30, 431 37 Mölndal Sverige 100 % 100 %Norden ABCausa Nord AS C.M. Havigs gate 21, 8656 Mosjøen Norge 100 % 100 %Collegium Økonomi AS Øvre Kråkenes 17, 5152 Bønes Norge 100 % 100 %Economybyrå Sweden AB Fredriksbergsvägen 1B, 521 44 Falköping Sverige 100 % 100 %Ecount Haugesund AS Norevegen 7, 5542 Karmsund Norge 100 % 100 %EC-Time AB Kyrkogatan 29, 803 11 Gävle Sverige 100 % 100 %Emisoft AS Inger Bang Lunds vei 16, 5059 Bergen Norge 100 % 100 %Emonkey AS Angerstveien 23B, 1349 Rykkinn Norge 100 % 100 %Folde Regnskap og Vestre Rosten 69, 7072 Heimdal Norge 100 % 100 %Rådgivning ASFryd Regnskap AS Melkevegen 13, 3919 Porsgrunn Norge 100 % 100 %Hagel AS Hagellia 6, 5914 Isdalstø Norge 100 % 100 %Haugerud Regnskapskontor Merdevegen 1, 3676 Notodden Norge 100 % 100 %ASMagnus Advisory AS Kanalsletta 4, 4033 Stavanger Norge 100 % 100 %MyPeople AS Karl Johans gate 37B, 0162 Oslo Norge 100 % 100 %Regnskap Sør AS Gustav Vigelands vei 39, 4514 Mandal Norge 100 % 100 %
The table below is an oveview of the companies in the Group as of 31 December 2025
63
NOTE 12 - INVESTMENTS IN SUBSIDIARIES CONTINUE
Voting CompanyOffice OwnershipshareRegnskapsholding AS Bedriftsvegen 96, 3735 Skien Norge 100 % 100 %Regnskapssenteret AS Havnegata 29, 8900 Brønnøysund Norge 100 % 100 %Råd & Regnskap Sotra AS Grønamyrvegen 4, 5353 Straume Norge 100 % 100 %Sipak Regnskap og Økonomi Bedriftsvegen 96, 3735 Skien Norge 100 % 100 %ASStyringsgruppen Regnskap Skippergata 17, 4611 Kristiansand S Norge 100 % 100 %ASTinn Regnskap & Rådgivning Sam Eydes gate 93A, 3660 Rjukan Norge 100 % 100 %ASTotal‑Regnskap AS Kvina, 8752 Konsvikosen Norge 100 % 100 %Västsvenska Lönekonsulter Södra Hamnen 31, 471 32 Skärhamn Sverige 100 % 100 %ABØkonomi-Fokus AS Numedalstunet 5, 3628 Veggli Norge 100 % 100 %
Investment in associated Voting Office OwnershipcompaniesshareGripr ASRådhusgata 15, 3211 Sandefjord24 % 24 %Adminflow ASSandakerveien 138, 0484 Oslo25 % 25 %
NOTE 13 - SPECIFICATION OF FINANCIAL ITEMS
64
Specification of financial items. Amounts in NOK 1.0002025 2024Interest Income 29 309 25 777Other financial income 12 962 7 412Results from assoicated companies -1 701 -850Interest expense -187 517 -186 950Other financial expenses -10 648 -14 249Net financial expenses -157 595 -168 860
Amounts in NOK 1.000Specification of the tax expense for the year 2025 2024Income taxes 3 258 281 Change deferred tax -20 104 -13 628 Total taxes in the P&L -16 846 -13 347
NOTE 14 - TAX
Summary of temporary differences making up the basis for the deferred tax asset/liability (gross 2025 2024amounts)Current assets/liabilities -3 392 2 504 Fixed assets / long term liabilites 2 199 -10 155 Deferred tax liability 105 220 65 195 Other temporary differences 28 750 -21 834 Net temporary differences 132 777 35 710 Differences not included in deferred tax asset / liability - - Basis for caculating tax asset/liability 132 777 35 710 Net (-) deferred tax asset)/ (+) deferred tax liability 29 211 7 856 Deferred tax asset 30 595 7 856 Deferred tax liability -1 384
Reconcilliation of tax expense 2025 2024Result before taxes -104 028 -68 392 Tax rate * result before taxes -22 886 -15 046 Permanent differences 9 109 14 731 Difference in tax rates -104 - Amortization of excess values -2 738 - Use of tax losses carried forward previous not recognised -891 -8 754 Other differences 664 -4 278 Tax expense for the period -16 846 -13 347 Effective tax rate in %
Tax losses carried forward, expiration date 2025 2024Not time-limited 105 220 65 195 Sum 105 220 65 195 Of which deferred tax assets have been recognised - -
NOTE 15 - SHAREHOLDER INFORMATION
The share capital is owned by the following shareholders:Shareholders: Number of shares OwnershipAider Group AS 1 250 000,00 100 %Total number of shares 1 250 000,00 100 %
65
Number Carrying Share capitalFace ValueoutstandingvalueOrdinary shares 1 250 000 2,00 2 500 000Total 1 250 000 2,00 2 500 000
NOTE 16 - BUSINESS COMBINATION
Aider Konsern has acquired the following companies in 2025 and one significant acquisition in 2026
- Triangle Regnskap AS 16.01.2025 - EC-Time AB 08.09.2025
- Emonkey AS 06.02.2025 - Bryne Regnskap AS 11.09.2025
- Acceptor Revisjon AS 02.01.2025 - Haugerud Regnskapskontor AS 24.09.2025
- Arinto Regnskap AS 31.03.2025 - Cumulus Økonomi AS 30.09.2025
- Standout AS 31.03.2025 - Trio Økonomi AS 06.10.2025
- Danmark ApS 06.05.2025 - Advokatfirmaet Strandenæs AS 06.10.2025
- Økonomi-Fokus AS 04.04.2025 - Hagel AS 09.10.2025
- MyPeople AS 09.04.2025 - Magnus Legal AS 30.10.2025
- Axera Business Management AS 11.04.2025 - Magnus Advisory AS 30.10.2025
- Centera Regnskap AS 16.05.2025 - Fryd Regnskap AS 05.11.2025
- Total Økonomistyring AS 16.05.2025 - Folde Regnskap AS 11.12.2025
- Total Økonomistyring Sandnes AS 16.05.2025 - Sipak Regnskap og økonomi AS
- Total Økonomistyring Stavanger AS 16.05.2025 (Regnskapsholding AS) 15.12.2025
- Bedriftspartner AS 11.07.2025 - Bedre Økonomitjenester AS 15.12.2025
- Regnskapssenteret AS 11.07.2025 - Collegium Økonomi AS 15.12.2025
- Total-Regnskap AS 15.07.2025 - Regnskap Sør AS 15.12.2025
- MDDP Outsourcing Polska SP. Z O.O. 13.08.2025 - Västsvenska Lönekonsulter AB 15.12.2025
- Emisoft AS 25.08.2025 - Economybyrå Sweden AB 15.12.2025
- Business Control Partner AB 01.09.2025 - Baker Tilly DK 16.02.26 (not included below)
The consolidated financial statements reflects the period where Aider Konsern controlled the shares.
The table does not include Baker Tilly DK acquired 16.02.26
Amounts in Fair value recognized on acquisition NOK 100031.12.2025 31.12.2024AssetsProperty, plants and equipment 15 404 24 429Right-of-use assets 80 271 44 193Cash and cash equivalents 117 910 103 665Deferred tax assets 2 659 1 241Receivables 155 326 124 500Total 371 571 298 028LiabilitiesAccounts payables 14 273 16 146Other current liabilities 96 557 116 396Public duties payable 38 706 59 522Lease liabilities 80 271 44 193Deferred tax 493 9 683Sum 230 300 245 940Net identifiable assets and liabilities at fair value 141 271 52 088Goodwill 1 109 557 859 729Customer contracts 74 406 49 228Purchase price 1 308 505 961 046Share issued, at fair value 505 901 499 615Cash 802 605 461 370Transaction costs 0 61Total consideration 1 308 505 961 046
66
NOTE 16 - BUSINESS COMBINATION CONTINUE
The table do not include Baker Tilly DK acquired 16.02.26
Identification of significant acquisitions
Overview of significant acquisitionsOwnership Acquisition Acquired company CountryStrategic rationaleacquireddateMDDP Outsourcing Polska SP. Z O.O. PolandStrengthens regional 100 % 13.08.2025Baker Tilly DK DenmarkExpands Nordic 100 % 16.02.2026
Purchase consideration
MDDP Amounts in Outsourcing Baker Tilly DK NOK 1000Polska SP. Z O.O. Cash consideration 346 554 189 504 Equity instruments issued204 843 249 750 Contingent consideration (fair value) - Total consideration 551 397 439 254
Fair value of identifiable assets and liabilitiesMDDP Amounts in Outsourcing Baker Tilly DK NOK 1000Polska SP. Z O.O. Customer contracts / intangible assets 52 131 52 549 Property, plant and equipment12 365 5 306 Right-of-use assets 36 260 26 676 Receivables and other current assets 28 079 149 460 Cash and cash equivalents 8 067 2 609 Deferred tax liabilities 476 21 657 Other liabilities 23 179 217 388 Net identifiable assets 76 986 -2 445Goodwill 474 411 441 699
Management has assessed acquisitions completed during the year and identified those that are
individually material due to size, strategic importance, or impact on the Group’s financial position
and performance.
The consideration transferred was measured at fair value at the acquisition date. Contingent
consideration is recognized and subsequently measured in accordance with IFRS 9.
Amount in Fair value recognized on acquisition NOK 100031.12.2025 31.12.2024Paid in cash 802 605 461 369Cash received 117 910 103 665Net decrease/(increase) in cash 684 694 357 704
67
NOTE 16 - BUSINESS COMBINATION CONTINUE
Goodwill
Goodwill is allocated to relevant cash‑generating units and tested annually for impairment.
Impact on cash flows
Contribution to Group results
From the acquisition dates until year‑end, the acquired businesses contributed the following to the Group:
Amounts in Revenue Profit / (loss)NOK 1000MDDP Outsourcing Polska SP. Z O.O. 78 700 -4 480
Pro forma revenue and profit or loss (unaudited)
The pro forma information presented below illustrates the impact of the acquisitions completed during the year as if
the acquisitions had been completed on 1 January 2025 The pro forma information is presented for illustrative
purposes only and does not purport to represent the actual results that would have occurred, nor is it indicative of
future performance.
Cash outflows from acquisitions are presented net of cash acquired with the subsidiaries in the consolidated
statement of cash flows. Gross and net cash effects are disclosed in this note. (This presentation is consistent with
interim and annual disclosures.)
Goodwill recognized in connection with the acquisitions represents expected synergies, workforce
competencies, and future growth opportunities that do not qualify for separate recognition.
68
Amounts in Group Pro forma Group pro formaNOK 1000reportedadjustmentsRevenue 1 972 476 450 957 2 423 433Operating profit 53 567 86 275 139 842
NOTE 17 - SHORT TERM RECEIVABLES AND SHORT TERM LIABILITIES
ORT TERM LIABILITIES
69
Amounts in 31.12.2025 31.12.2024NOK 1000Amounts in 32 712 14 105 NOK 1000SkatteFUNN 3 565 1 537 Other short term receivables 37 450 16 148 Total other short term receivables 73 726 31 790 Accrued costs 19 187 16 854 Accrued payroll costs 129 799 114 017 Debt in relation to acquisitions 10 675 9 377 Other short term debt 17 874 15 701 Total other short term liabilities 177 535 155 949
NOTE 18 - FINANCIAL INSTRUMENTS
Financial Amounts in instruments at NOK 1000amortised costTotalAssetsDebt instrumentsBonds 4 069 4 069 Accounts receivable 318 094 318 094 Cash and cash equivalents 448 123 448 123 Total Financial assets 770 286 770 286 LiabilitiesInterest bearing loans and borrowingsBond 2 070 000 2 070 000 Bank loans 390 444 390 444 DerivativesForeign exchange forward contracts - - Interest rate swap - - Other financial liabilitiesTrade and other payables 597 393 597 393 Total financial liabilities 2 460 444 987 837 31.12.2024AssetsDebt instrumentsBonds 20 490 20 490 Accounts receivable 237 211 237 211 Cash and cash equivalents 493 503 493 503 Total Financial assets 751 204 751 204 LiabilitiesInterest bearing loans and borrowingsBond 1 564 901 1 564 901 Bank loans 853 853 Lease liabilities 197 938 197 938 DerivativesForeign exchange forward contracts - - Interest rate swap - - Other financial liabilitiesTrade and other payables 570 502 570 502 Total financial liabilities 2 334 194 2 334 194
70
NOTE 18 - FINANCIAL INSTRUMENTS CONTINUE
31 December Amounts in NOK 10001 January 2025 Cash flow New leases Other2025Current interest bearing loans and borrowings (excluding items listed below) 1 565 754 894 690 - - 2 460 444 Current lease liabilities 52 768 - 13 147 - 65 915Non-current interest-bearing loans and borrowings (excluding items listed below) 570 502 26 891 - - 597 393 Non-current lease liabilities145 170 - 32 015 - 177 185Derivatives - - - - Total liabilities from financing activities2 334 194 921 581 45 162 - 3 300 937
71
NOTE 19 - CONTRACTUAL COMMITMENTS
Amounts in 2026 2027 2028NOK 1000IT related agreements 22 604 4 070 4 070 Other contractual obligations 9 000 - - Committed investments 360 000 - -
NOTE 20 - LEGAL PROCEEDING
IT related agreements relates primarely to subscription to different IT
systems including accounting systems. Committed investment relates to the
cash considation acquitions of Baker Tilly (see note 16) in 2026 and for
other agreed acquisition.
The Group is subject to various claims, legal proceedings and disputes arising in the ordinary course of business.
These matters may include, but are not limited to, contractual disputes, employment‑related claims and other legal
actions.
Where the Group has a present legal or constructive obligation as a result of past events and it is probable that an
outflow of economic resources will be required to settle the obligation, and the amount can be reliably estimated, a
provision is recognised in the statement of financial position in accordance with IAS 37. Provisions are measured
at management’s best estimate of the expenditure required to settle the obligation at the reporting date, taking into
account risks and uncertainties.
For other claims and legal proceedings where an outflow of economic resources is possible but not probable, or
where the amount cannot be measured reliably, no provision is recognised. Such matters are disclosed as
contingent liabilities, unless the likelihood of an outflow is considered remote. As at the reporting date,
management has assessed the outcome of all material claims and legal proceedings, based on available
information and advice from external legal counsel. : Provisions of NOK 2,6 million have been recognised in
respect of these matters, as management considers that either the likelihood of an outflow of economic resources
is not probable or the amount of any potential obligation cannot be measured reliably at this stage Due to the
inherent uncertainty involved in legal proceedings, the ultimate outcome may differ from management’s
assessment. However, management does not expect that the resolution of these matters will have a material
adverse effect on the Group’s financial position, performance or cash flows.
72
NOTE 21 - RELATED PARTY TRANSACTIONS
Category2025 2024 DescribtionDebt to Aider Holding 18 500 - Short term loanConvertibel debt Aider Holding 96 471 201 802 See below
NOTE 22 - CASH AND CASH EQUIVALENTS
Amounts in 2025 2024NOK 1000Cash 448 123 493 503 Of which restricted cash 49 090 47 225
NOTE 23 - SUBESQUENT EVENTS
Aider konsern has a convertible debt to Aider Holding in connection with issuance of shares in business
combination. The convertible debt will be converted to equity in 2026. The loan is presented as Short-
term convertible loans.
Restricted cash relates primarely to employee witholding tax. In additon to other restricted cash
accounts.
The group has completed the acquisition of Baker Tilly, see footnote 16 for further details in addition to
Quality Consulting SLEK AB (sweden) and Ground Frost (Polen).
73
PARENT COMPANY
ACCOUNT
AIDER KONSERN AS
74
INCOME STATEMENT
AIDER KONSERN AS
INCOME STATEMENT Note YTD 2025 YTD 2024
(Amount in NOK 1000)
Operating income
Revenue 3 12 378 9 520
Other income 71 -
Total operating income 12 449 9 520
Operating expenses
Personnel expenses 4 -171 -
Other expenses 5 -46 690 -23 227
Depreciations and amortizations 6 -3 362 -4 398
Aider Group AS -50 223 -27 626
Operating profit -37 774 -18 105
Net financial items 12 -23 674 -27 158
Profit before tax -61 448 -45 263
Income taxes 6 9 385 6 647
Profit for the period -52 063 -38 617
75
BALANCE SHEET
AIDER KONSERN AS
ASSETS Note 31.12.2025 31.12.2024
(Amounts in NOK 1000)
Non-current assets
Intangible assets
Research and development 3 1 580 4 943
Deferred tax assets 6 15 728 6 343
Total intangible assets 17 308 11 286
Non-current financial assets
Investments in subsidiaries 7 2 706 877 1 641 204
Loan to group companies 13 310 -
Investments in associated companies 7 17 518 10 361
Bonds and other receiveables 240 20 493
Total non-current financial assets 2 737 945 1 672 058
Total non-current assets 2 755 253 1 683 345
Current assets
-
Accounts receivable 1 969 -
Other current receivables 58 047 11 057
Receivables from group companies 2 318 994 195 850
Cash and cash equivalents 8 173 489 358 646
Total current assets 552 499 565 553
Total assets 3 307 752 2 248 898
76
BALANCE SHEET
AIDER KONSERN AS
EQUITY AND LIABILITIES Note 31.12.2025 31.12.2024
(Amounts in NOK 1000)
EQUITY
Paid-in equity
Share capital 9 2 500 2 000
Share Premium 9 930 148 439 531
Total paid-in equity 932 648 441 531
Retained equity
Losses brought forward/ other equity 9 -51 532 532
Total retained equity, losses brought forward -51 532 532
Total Equity 881 116 442 063
LIABILITIES
Non-current liabilities
Interest bearing debt 10,11 2 047 229 1 564 901
Liabilities to financial institutions 10,11 240 008 -
Total non current liabilities 2 287 237 1 564 901
Current liabilities
Accounts payable 6 326 3 651
Liabilities to group companies 2 127 138 218 428
Other current liabilities 5 935 19 856
Total current liabilities 139 399 241 935
Total liabilities 2 426 636 1 806 836
Total equity and liabilities 3 307 752 2 248 898
Knut Grotli Christina Fahle
Chairman of the board Board member
Patricia Olsson Andreas Vik
Board member CEO
OSLO, 20.04.2026
The Board of Director Aider Konsern AS
77
STATEMENT OF EQUITY
AIDER KONSERN AS
(Amounts sin NOK 1000)
Share
capital
Share
premium
Other equity/
losses brought
forward
Total
Equity 1 January 2024 1 000 44 566 38 869 84 435
Result for the period -38 337 -38 337
Capital increase 1 000 394 965 395 965
Equity 31 December 2024 2 000 439 531 532 442 063
Result for the period -52 063 -52 063
Capital increase 500 490 616 491 116
Equity 31 December 2025 2 500 930 147 -51 531 881 116
78
CASH FLOW STATEMENT
AIDER KONSERN AS
(Amounts in NOK 1000)
Note 2025 2024
Operating activities
Profit for the period before tax -61 448 -45 263
Depreciation and amortization 3 362 4 398
Change in accounts receivables -1 969 443
Change in accounts payables 2 675 -13 020
Change in group receivables and payables -227 744 -88 666
Change in other items -60 910 -1 258
Cash flow from operating activities -346 034 -143 365
Investment activities
Aider Group AS
7 -1 065 673 -929 550
Investment in associated companies -7 157 -6 047
Sale of finacial instruments 20 253 39 193
Cash flow from investment activities -1 052 576 -896 405
Financing activities
Proceeds from issuance of new long-term liabilities
11 722 337 1 523 880
Repayment of long term liability -850 815
Issuanse of share capital 491 116 395 965
Cash flow from financing activities 1 213 453 1 069 030
Net change in cash and cash equivalents -185 157 29 262
Cash and cash equivalents start of period 358 646 329 384
Cash and cash equivalents end of period 173 489 358 646
79
NOTES TO CONSOLIDATED
FINANCIAL STATEMENT
Plant and equipment is written down to the recoverable amount
in the event of a fall in value that is not expected to be temporary.
The recoverable amount is the higher of the net sales value and
the value in use. Value in use is the present value of future cash
flows related to the asset. The write-down is reversed when the
basis for the write-down is no longer present.
Research and development
Expenses on research and development are capitalized to the
extent one cannot identify a future economic benefit related to
the development of an identifiable intangible asset and where the
acquisition cost can be measured reliably. In the opposite case
such costs are expensed as incurred. Capitalized research and
development is depreciated on a straight line basis over its
economic lifetime.
Accounting principles
The annual accounts have been prepared in conformity with
Norwegian Accounting Act and good accounting practice.
Use of estimates
In the preparation of the annual accounts estimates and
assumptions have been made that have affected the profit and
loss account and the valuation of assets and liabilities, and
uncertain assets and liabilities on the balance sheet date in
accordance with generally accepted accounting practice. Areas
which to a large extent contain such subjective evaluations, a
high degree of complexity, or areas where the assumptions and
estimates are material for the annual accounts, are described in
the notes
Revenues
Income from the sale of goods is recognized on the date of
delivery. Services are posted as income as they are delivered.
Income from the sale of services and long-term manufacturing
projects (construction contracts) are posted to the profit and loss
account in line with the project’s degree of completion, when the
outcome of the transaction can be estimated in a reliable manner.
When the transaction’s outcome cannot be estimated reliably,
only income corresponding to a projects’ incurred costs can be
posted as revenue. At the time when it is identified that the project
will give a negative result, the estimated loss on the contract is
posted in full to the profit and loss account.
Receivables
Receivables from customers and other receivables are entered at
par value after deducting a provision for expected losses. The
provision for losses is made on the basis of an individual
assessment of the respective receivables. In addition an
unspecified provision is made to cover expected losses on claims
in respect of customer receivables.
Cash flow statement
The cash flow statement has been prepared using the indirect
method. Cash and cash equivalents consist of cash, bank
deposits and other short-term, liquid investments.
Subsidiaries and associated companies
Subsidiaries and associated companies are valued using the
cost method in the company accounts. The investment is valued
at acquisition cost for the shares unless a write-down has been
necessary. A write-down to fair value is made when a fall in value
is due to reasons that cannot be expected to be temporary and
such writedown must be considered as necessary in accordance
with good accounting practice. Write-downs are reversed when
the basis for the write-down is no longer present. Dividends,
group contributions and other distributions from subsidiaries are
posted to income in the same year as provided for in the
distributor’s accounts. To the extent that dividends/ group
contributions exceed the share of profits earned after the date of
acquisition, the excess amounts represents a repayment of
invested capital, and distributions are deducted from the
investment’s value in the balance sheet of the parent company.
Classification and valuation of fixed assets
Fixed assets consist of assets intended for long-term ownership
and use. Fixed assets are valued at acquisition cost less
depreciation and write-downs. Long-term liabilities are entered on
the balance sheet at the nominal amount at the time of the
transaction. Plant and equipment is capitalized and appreciated
over the economic lifetime of the asset. Significant items of plant
and equipment that consist of several material components with
different lifetimes are broken down in order to establish different
depreciation periods for the different components. Direct
maintenance of plant and equipment is expensed on an ongoing
basis under operating costs, while additions or improvements are
added to the asset’s cost price and depreciated in line with the
asset.
Tax
The tax charge in the profit and loss account consists of tax
payable for the period and the change in deferred tax. Deferred
tax is calculated at the tax rate at 22 % on the basis of tax-
reducing and tax-increasing temporary differences that exist
between accounting and tax values, and the tax loss carried
forward at the end of the accounting year. Taxincreasing and tax-
reducing temporary differences that reverse or may reverse in the
same period are set off and entered net. The net deferred tax
receivable is entered on the balance sheet to the extent that it is
likely that it can be utilized.
80
NOTE 2 - RELATED PARTIES
Transactions between related parties are transaction between Aider Konsen AS at its
subsidiaries and associated companies
Amounts in
NOK 1000
2025 2024
Reimbursements 10 408 9 486
Interest received 1 004
Receivable and payables to subsidiaries an related parties
Amounts in
NOK 1000
2025 2024
Group contribution 118 132 139 303
Other receivables from Group Companies 200 862 56 547
Aider Group AS 318 994 195 850
Short -term liabilities 127 138 218 428
81
NOTE 3 - PROPERTY, PLANT AND EQUIPMENT
Accumulated cost
Amounts in
NOK 1000
Development Total
Balance at 01 January 2024 15 095 15 095
Additions -
Balance at 31 December 2024 15 095 15 095
Amounts in
NOK 1000
Development Total
Balance at 01 January 2025 15 095 15 095
Additions -
Balance at 31 December 2025 15 095 15 095
Aider Group AS
Amounts in
NOK 1000
Development Total
Balance at 01 January 2024 5 754 5 754
Additions (reclassifications, etc.) - -
Depreciation 4 398 4 398
Balance at 31 December 2024 10 152 10 152
Amounts in
NOK 1000
Development Total
Balance at 01 January 2025 10 152 10 152
Depreciation 3 363 3 363
Balance at 31 December 2025 13 515 13 515
Amounts in
NOK 1000
Development Total
-
Balance at 31 December 2024 4 943
4 943
Balance at 31 December 2025 1 580
1 580
Useful life 3-5 years
82
The company has no wmployees and are therefor not obligated to have regulatory pensions
Fee for the Board of Directors is NOK 150.000 in 2025, and NOK 0 in 2024
NOTE 5 - OTHER OPERATING COST AND AUDIT EXPENSE
Other operting costs
Amounts in
NOK 1000
2025 2024
Audit, consultancy and legal fees 39 872 19 865
Costs for software and IT equipment 191 1 014
Aider Group AS 6 627 2 348
Total other operating costs 46 690 23 227
Audit , consulting and legal fees includes transasctions fees of NOK 26,3mill
and 3,4 mill for 2025 and 2024 respectively
Audit expenses
Amounts in
NOK 1000
2025 2024
Audit services 559 639
Other services 0 35
Total 559 674
NOTE 4 - PAYROLL COSTS, NUMBER OF EMPLOYEES, ALLOWANCE,
LOANS TO EMPLOYEES
83
NOTE 6 - TAX
Amounts in NOK 1.000
Specification of the tax expense for the year 2025 2024
Income taxes
Change deferred tax -9 385 -6 568
Total taxes in the P&L -9 385 -6 568
Summary of temporary differences making up the basis for
the deferred tax asset (gross amounts)
2025 2024
Current assets/liabilities -3 392
Fixed assets / long term liabilites 118 -217
Losses carried forward 105 220 65 167
Other temporary differences -30 454 30 502
Net temporary differences 71 492 95 452
Differences not included in deferred tax asset / liability - -66 977
Aider Group AS 71 492 28 475
Net (+) deferred tax asset)/ (-) deferred tax liability 15 728 6 265
Reconcilliation of tax expense 2025 2024
Result before taxes -61 448 -44 905
Tax rate * result before taxes -13 519 -9 879
Permanent differences 2 658 5 624
Use of tax losses carried forward previous not recognised -
Other differences 1 475 -2 343
Tax expense for the period -9 385 -6 598
Effective tax rate in %
Tax losses carried forward, expiration date 2025 2024
Not time-limited 105 220 65 167
Sum 105 220 65 167
- -
84
NOTE 7 - INVESTMENTS IN SUBSIDIARIES
Amount in
NOK 1000
Office Ownership
Voting
share
Aider AS Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %
Acceptor Revisjon AS c/o Aider AS, Lars Hilles gate 30, 5008 Bergen Norge 100 % 100 %
Advokatfirmaet Aider Legal
AS
Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %
Advokatfirmaet Strandenæs
AS
Munkedamsveien 3B, 0161 Oslo Norge 100 % 100 %
Aider Danmark ApS Oven Bæltet 11, 5500 Middelfart Danmark 100 % 100 %
Aider Gjøvik AS Damvegen 8, 2827 Hunndalen Norge 100 % 100 %
Aider Legal Holding AS Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %
Aider Polen ul. Towarowa 7, 00-839 Warszawa Polen 100 % 100 %
Aredi Sverige AB Östra Hamngatan 29, 411 10 Göteborg Sverige 100 % 100 %
Arinto Regnskap AS Karl Johans gate 37, 0162 Oslo Norge 100 % 100 %
Aider Group AS Hieronymus Heyerdahls gate 1, 0160 Oslo Norge 100 % 100 %
Axera Business Management
AS
Tordenskiolds gate 10, 0160 Oslo Norge 100 % 100 %
Bedre Økonomitjenester AS Ole Tobias Olsens gate 7, 8622 Mo i Rana Norge 100 % 100 %
Bedriftspartner AS Strandgata 30, 8656 Mosjøen Norge 100 % 100 %
Business Control Partner
Norden AB
Krokslätts Fabriker 30, 431 37 Mölndal Sverige 100 % 100 %
Causa Nord AS C.M. Havigs gate 21, 8656 Mosjøen Norge 100 % 100 %
Collegium Økonomi AS Øvre Kråkenes 17, 5152 Bønes Norge 100 % 100 %
Economybyrå Sweden AB Fredriksbergsvägen 1B, 521 44 Falköping Sverige 100 % 100 %
Ecount Haugesund AS Norevegen 7, 5542 Karmsund Norge 100 % 100 %
EC-Time AB Kyrkogatan 29, 803 11 Gävle Sverige 100 % 100 %
Emisoft AS Inger Bang Lunds vei 16, 5059 Bergen Norge 100 % 100 %
Emonkey AS Angerstveien 23B, 1349 Rykkinn Norge 100 % 100 %
Folde Regnskap og
Rådgivning AS
Vestre Rosten 69, 7072 Heimdal Norge 100 % 100 %
Fryd Regnskap AS Melkevegen 13, 3919 Porsgrunn Norge 100 % 100 %
Hagel AS Hagellia 6, 5914 Isdalstø Norge 100 % 100 %
Haugerud Regnskapskontor
AS
Merdevegen 1, 3676 Notodden Norge 100 % 100 %
Magnus Advisory AS Kanalsletta 4, 4033 Stavanger Norge 100 % 100 %
MyPeople AS Karl Johans gate 37B, 0162 Oslo Norge 100 % 100 %
Regnskap Sør AS Gustav Vigelands vei 39, 4514 Mandal Norge 100 % 100 %
The table below is an oweview of subsidiaries and associated companies as of 31 December 2025
85
NOTE 7 - INVESTMENTS IN SUBSIDIARIES CONTINUE
Amount in
NOK 1000
Office Ownership
Voting
share
Regnskapsholding AS Bedriftsvegen 96, 3735 Skien Norge 100 % 100 %
Regnskapssenteret AS Havnegata 29, 8900 Brønnøysund Norge 100 % 100 %
Råd & Regnskap Sotra AS Grønamyrvegen 4, 5353 Straume Norge 100 % 100 %
Sipak Regnskap og Økonomi
AS
Bedriftsvegen 96, 3735 Skien Norge 100 % 100 %
Styringsgruppen Regnskap
AS
Skippergata 17, 4611 Kristiansand S Norge 100 % 100 %
Tinn Regnskap & Rådgivning
AS
Sam Eydes gate 93A, 3660 Rjukan Norge 100 % 100 %
Västsvenska Lönekonsulter
AB
Södra Hamnen 31, 471 32 Skärhamn Sverige 100 % 100 %
Økonomi-Fokus AS Numedalstunet 5, 3628 Veggli Norge 100 % 100 %
Investment in associated
companies
Office Ownership
Voting
share
Gripr AS
Rådhusgata 15, 3211 Sandefjord
24 % 24 %
Adminflow AS
Sandakerveien 138, 0484 Oslo
25 % 25 %
86
NOTE 8 - CASH AND CASH EQUIVALENTS
Amounts in
NOK 1000
2025 2024
Cash 173 489 358 646
Of which restriced cash - -
NOTE 9 - SHAREHOLDER INFORMATION
Share capital
Number
outstanding
Face Value
Carrying
value
Ordinary shares 1 250 000 2,00 2 500 000
Total 1 250 000 2,00 2 500 000
The share capital is owned by the following shareholder:
Shareholder:
Number of shares
Ownership
Aider Group AS 1 250 000 100 %
Total number of shares 1 250 000 100 %
NOTE 10 - PLEDGET ASSETS
Amounts in
NOK 1000
2025 2024
Debt secured by pledge
Bond 2 047 229 1 564 901
Liabilities to financial
institutions
240 008
Total 2 287 237 1 564 901
Book value of pleged
assets
-
Investments in subsidiaries 2 706 877 1 641 204
87
NOTE 11 - LONG TERM INTEREST BEARING DEBT
Long-term debt is due in 2028
Amounts in
NOK 1000
Currency Maturity Drawn Amount
Bond NOK 05.09.2028 2 070 000
Bond terms
Cash covenant 31.12.2025
Cash and cash equivalents 173 489
Overdraft facility 100 000
Free liquidity 273 489
Covenant requirement, highest of NOK 50m or 5% of bond 103 500
Over/under coverage 169 989
Aider Group AS
Leverage Ratio: NIBD to EBITDA, post Baker Tilly DK transaction 31.01.2026
Debt Leverage
Outstanding bond loan 2 070 000
Other interest-bearing debt* 385 539
Total interest-bearing liabilities 2 455 539
Cash and cash equivalents** 183 081
Net interest-bearing debt 2 272 458
EBITDAA LTM with identified synergies*** 431 652
EBITDAA LTM used for incurrence test computation**** 275 922
NIBD to EBITDA, bond-terms with one-off/cost-adjustments caps of 10% 8,2
NIBD to EBITDA, assuming no caps on oneoff/cost-adjustments 5,3
* Including credit acquisition facility in DNB and debt acquired in Baker Tilly DK transaction. Excluding debt in Aider Legal
** Post closing payments for Baker Tilly DK and loan to Aider Legal
**** EBITDAA LTM according to the bond-terms where oneoff items and synergies/cost-adjustments are capped at 10%, respectively
Aider Konsern has an outstanding bond of MNOK 2,070, where it can tap up to MNOK 2,250. The bond carries an
interest rate of 4.15% + NIBOR, and the principal shall be paid in full on the maturity date. The bond has one
covenant relating to minimum liquidity. The company must at all times have the higher of MNOK 50 or 5% of the
aggregate outstanding nominal bond amount in free liquidity. Aider complies with this covenant requirement. In
order for Aider Konsern to tap the bond, the company must satisfy an incurrence test of a 4.5x leverage ratio.
*** EBITDAA LTM is based upon pro-forma figures for 2025 with NGAAP treatment of leases, excluding Aider Legal, but including Baker Tilly
DK
88
NOTE 12 - SPECIFICATION OF FINANCIAL ITEMS
Specification of financial items
Amounts in NOK 1.000
2025 2024
Interest Income 21 076 20 462
Group contribution 118 132 139 303
Interest from group companies 1 004
Other financial income 8 809 6 951
Interest expense -170 505 -175 966
Other financial expenses -2 190 -17 908
Net financial expenses -23 674 -27 158
NOTE 13 SUBSEQUENT EVENTS
The group has completed the acquistion of Baker Tilly, see footnote 16 in the
consolidated statements Aider konsern for further details.
89
RESPONSIBILITY
STATEMENT
90
RESPONSIBILITY STATEMENT
We confirm, to the best of our knowledge, that the financial statements for the period 1 January to 31 December 2025 have
been prepared in accordance with current applicable accounting standards, and give a true and fair view of the assets,
liabilities, financial position and profit or loss of the entity and the Company taken as a whole.
We also confirm to the best of our knowledge that the Board of Directors report includes a true and fair review of the
development and performance of the business and the position of the entity and the Company, together with a description of
the principal risks and uncertainties facing the entity and the Company.
OSLO, 20.04.2025
Electronically signed Electronically signed
Knut Grotli Christina Fahle
Chairman of the board Board member
Electronically signed Electronically signed
Patricia Olsson Andreas Vik
Board member CEO
91
Statsautoriserte revisorer
Ernst & Young AS
Stortorvet 7, 0155 Oslo
Postboks 1156 Sentrum, 0107 Oslo
Foretaksregisteret: NO 976 389 387 MVA
Tlf: +47 24 00 24 00
www.ey.no
Medlemmer av Den norske Revisorforening
A member firm of Ernst & Young Global Limited
To the General Meeting in Aider Konsern AS
INDEPENDENT AUDITOR'S REPORT
Report on the audit of the financial statements
Opinion
We have audited the financial statements of Aider Konsern AS (the Company), which comprise:
• The financial statements of the Company, which comprise the balance sheet as at 31
December 2025, the income statement and statement of cash flows for the year then ended and
notes to the financial statements, including a summary of significant accounting policies, and
• The financial statements of the Group, which comprise the balance sheet as at 31
December 2025, the income statement, statement of comprehensive income, statement of cash
flows and statement of changes in equity for the year then ended and notes to the financial
statements, including material accounting policy information.
In our opinion:
• the financial statements comply with applicable statutory requirements,
• the financial statements of the Company give a true and fair view of the financial position of the
Company as at 31 December 2025, and its financial performance and cash flows for the year
then ended in accordance with the Norwegian Accounting Act and accounting standards and
practices generally accepted in Norway, and
• the financial statements of the Group give a true and fair view of the financial position of the
Group as at 31 December 2025, and its financial performance and cash flows for the year then
ended in accordance with IFRS Accounting Standards as adopted by the EU.
Our opinion is consistent with our additional report to the Audit Committee.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (ISAs). Our
responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of
the financial statements section of our report. We are independent of the Company and the Group in
accordance with the requirements of the relevant laws and regulations in Norway and the International
Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants
(including International Independence Standards) (the IESBA Code) as applicable to audits of financial
statements of public interest entities, and we have fulfilled our other ethical responsibilities in accordance
with these requirements. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our opinion.
To the best of our knowledge and belief, no prohibited non-audit services referred to in the Audit
Regulation (537/2014) Article 5.1 have been provided.
We have been the auditor of the Company for one year from the election by the general meeting of the
shareholders on 1 December 2025 for the accounting year 2025.
92
2
Independent auditor's report - Aider Konsern AS 2025
A member firm of Ernst & Young Global Limited
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 for 2025. 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.
Impairment assessment of goodwill
Basis for the key audit matter
As of 31 December 2025, the carrying value of
the Group’s goodwill was NOK 2 864,4 million.
No impairment was recognized in the 2025
consolidated financial statements.
An impairment assessment of goodwill is
performed annually, or whenever there is an
indication of impairment. The determination of
recoverable amount, being the higher of fair
value less costs of disposal and value in use,
requires management’s judgment. The value in
use analysis was based on future cash flows
including estimates of revenue growth, EBITDA
margins, and discount rate.
Management’s assessment of the valuation of
goodwill was a key audit matter because of the
significant carrying value and because the
valuation of goodwill requires judgement and
estimation.
Our audit response
We evaluated management’s methods and
model used for the value in use calculation, we
tested management’s cash flow estimates
including the key assumptions used for revenue
growth and margins, and agreed the estimates
and assumptions to management forecasts and
budget approved by the Board of Directors.
Further, we assessed the historical accuracy of
management’s estimates by performing look-
back analysis.
We involved an internal valuation specialist in
evaluating the appropriateness of management’s
valuation model, including the applied discount
rate, and further assessed the mathematical
accuracy of the valuation model.
We refer to notes 7 and 8 in the consolidated
financial statement.
Other information
The Board of Directors and Chief Executive Officer (management) are responsible for the information in
the Board of Directors’ report. Our opinion on the financial statements does not cover the information in
the Board of Directors’ report.
In connection with our audit of the financial statements, our responsibility is to read the information in the
Board of Directors’ report. The purpose is to consider if there is material inconsistency between the
information in the Board of Directors’ report and the financial statements or our knowledge obtained in the
audit, or otherwise the information in the Board of Directors’ report otherwise appears to be materially
misstated. We are required to report if there is a material misstatement in the Board of Directors’ report.
We have nothing to report in this regard.
Based on our knowledge obtained in the audit, it is our opinion that the Board of Directors’ report
• is consistent with the financial statements and
• contains the information required by applicable statutory requirements.
Our statement that the Board of Directors’ report contains the information required by applicable law does
not cover the sustainability report, for which a separate assurance report is issued.
93
3
Independent auditor's report - Aider Konsern AS 2025
A member firm of Ernst & Young Global Limited
Responsibilities of management for the financial statements
Management is responsible for the preparation of financial statements of the Company that give a true
and fair view in accordance with the Norwegian Accounting Act and accounting standards and practices
generally accepted in Norway, and for the preparation of the consolidated financial statements of the
Group that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the
EU. Management is responsible for such internal control as management determines 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, management is responsible for assessing the Company’s and the
Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern
and using the going concern basis of accounting unless management either intends to liquidate the
Company or the Group, or to cease operations, or has 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 ISAs 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 these financial statements.
As part of an audit in accordance with ISAs, we exercise professional judgment and maintain professional
scepticism 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 Company’s and 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 management’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 Company’s and 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 Company and 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 in a manner that achieves fair presentation.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or
business activities within the Group to express an opinion on the consolidated financial
94
4
Independent auditor's report - Aider Konsern AS 2025
A member firm of Ernst & Young Global Limited
statements. We are responsible for the direction, supervision and performance of the group audit.
We remain solely responsible for our audit opinion.
We communicate with the Board of Directors 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 the Audit Committee with a statement that we have complied with relevant ethical
requirements regarding independence, and to communicate with them all relationships and other matters
that may reasonably be thought to bear on our independence, and where applicable, related safeguards.
Report on other legal and regulatory requirement
Report on compliance with regulation on European Single Electronic Format (ESEF)
Opinion
As part of the audit of the financial statements of Aider Konsern AS we have performed an assurance
engagement to obtain reasonable assurance about whether the financial statements included in the
annual report, with the file name AIDER-2025-12-31-1-en, have been prepared, in all material respects, in
compliance with the requirements of the Commission Delegated Regulation (EU) 2019/815 on the
European Single Electronic Format (the ESEF Regulation) and regulation pursuant to Section 5-5 of the
Norwegian Securities Trading Act, which includes requirements related to the preparation of the annual
report in XHTML format and iXBRL tagging of the consolidated financial statements.
In our opinion, the financial statements, included in the annual report, have been prepared, in all material
respects, in compliance with the ESEF Regulation.
Management’s responsibilities
Management is responsible for the preparation of the annual report in compliance with the ESEF
Regulation. This responsibility comprises an adequate process and such internal control as management
determines is necessary.
Auditor’s responsibilities
Our responsibility, based on audit evidence obtained, is to express an opinion on whether, in all material
respects, the financial statements included in the annual report have been prepared in accordance with
the ESEF Regulation. We conduct our work in accordance with the International Standard for Assurance
Engagements (ISAE) 3000 – “Assurance engagements other than audits or reviews of historical financial
information”. The standard requires us to plan and perform procedures to obtain reasonable assurance
about whether the financial statements included in the annual report have been prepared in accordance
with the ESEF Regulation.
As part of our work, we perform procedures to obtain an understanding of the Company’s processes for
preparing the financial statements in accordance with the ESEF Regulation. We test whether the financial
statements are presented in XHTML-format. We evaluate the completeness and accuracy of the iXBRL
tagging of the consolidated financial statements and assess management’s use of judgement. Our
procedures include reconciliation of the iXBRL tagged data with the audited financial statements in
human-readable format. We believe that the evidence we have obtained is sufficient and appropriate to
provide a basis for our opinion.
95
5
Independent auditor's report - Aider Konsern AS 2025
A member firm of Ernst & Young Global Limited
Oslo, 20 April 2026
ERNST & YOUNG AS
The auditor's report is signed electronically
Magnus Hegertun Birkeland
State Authorised Public Accountant (Norway)
96
97
636700LSENLHRA6AJM052025-01-012025-12-31636700LSENLHRA6AJM052024-01-012024-12-31636700LSENLHRA6AJM052025-12-31636700LSENLHRA6AJM052024-12-31636700LSENLHRA6AJM052023-12-31ifrs-full:IssuedCapitalMember636700LSENLHRA6AJM052024-01-012024-12-31ifrs-full:IssuedCapitalMember636700LSENLHRA6AJM052024-12-31ifrs-full:IssuedCapitalMember636700LSENLHRA6AJM052023-12-31ifrs-full:SharePremiumMember636700LSENLHRA6AJM052024-01-012024-12-31ifrs-full:SharePremiumMember636700LSENLHRA6AJM052024-12-31ifrs-full:SharePremiumMember636700LSENLHRA6AJM052023-12-31AID:RetainedEarningsAndMiscellaneousOtherReservesMember636700LSENLHRA6AJM052024-01-012024-12-31AID:RetainedEarningsAndMiscellaneousOtherReservesMember636700LSENLHRA6AJM052024-12-31AID:RetainedEarningsAndMiscellaneousOtherReservesMember636700LSENLHRA6AJM052023-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember636700LSENLHRA6AJM052024-01-012024-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember636700LSENLHRA6AJM052024-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember636700LSENLHRA6AJM052023-12-31ifrs-full:NoncontrollingInterestsMember636700LSENLHRA6AJM052024-01-012024-12-31ifrs-full:NoncontrollingInterestsMember636700LSENLHRA6AJM052024-12-31ifrs-full:NoncontrollingInterestsMember636700LSENLHRA6AJM052023-12-31636700LSENLHRA6AJM052025-01-012025-12-31ifrs-full:IssuedCapitalMember636700LSENLHRA6AJM052025-12-31ifrs-full:IssuedCapitalMember636700LSENLHRA6AJM052025-01-012025-12-31ifrs-full:SharePremiumMember636700LSENLHRA6AJM052025-12-31ifrs-full:SharePremiumMember636700LSENLHRA6AJM052025-01-012025-12-31AID:RetainedEarningsAndMiscellaneousOtherReservesMember636700LSENLHRA6AJM052025-12-31AID:RetainedEarningsAndMiscellaneousOtherReservesMember636700LSENLHRA6AJM052025-01-012025-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember636700LSENLHRA6AJM052025-12-31ifrs-full:ReserveOfExchangeDifferencesOnTranslationMember636700LSENLHRA6AJM052025-01-012025-12-31ifrs-full:NoncontrollingInterestsMember636700LSENLHRA6AJM052025-12-31ifrs-full:NoncontrollingInterestsMemberiso4217:NOK