Sika announces Strategy 2028: non-financial targets worldwide; 20% absolute reduction in Scope 1+2 emissions

Sika announces Strategy 2028: non-financial targets worldwide; 20% absolute reduction in Scope 1+2 emissions

SIKA COMMITTED TO SUSTAINABLE PERFORMANCE July 2026

TABLE OF CONTENT 01 Strategy 2028: non-financial targets and focus areas 02 Corporate Governance 03 Corporate Culture 04 Sustainably Sika 05 Compensation System 06 Links & Annex 2

STRATEGY 2028: NON-FINANCIAL TARGETS AND FOCUS AREAS

MEGATRENDS DRIVING SUSTAINABLE GROWTH 4 FURTHER ACCELERATION Population Growth Urbanization Demographic Change Resource Scarcity Climate Change & Sustainability Increasing Regulations Technological Progress Digitalization

NON-FINANCIAL TARGETS STRATEGY 2028 5 GHG EMISSIONS – SCOPE 1, 2, AND 3 Reduction of use of fossil fuels in production processes and transportation Increasing share of green energy Optimizing formulations: Cement reduction, bio-based raw materials, recycled raw materials Supplier engagement to optimize product-specific carbon footprint of raw materials and packaging Scope 1 and 2 -20% absolute emission reduction Scope 3 in line with net zero pledge

6 SIKA’S NET ZERO PATHWAY – DRIVING THE TRANSFORMATION NON-FINANCIAL TARGETS STRATEGY 2028 Source: Sika’s Way to Net Zero OUR KEY LEVERS Accelerated use of alternative low carbon supplies Education and capacity building to improve material efficiency and circularity Partnerships with key suppliers who support Sika’s path to net zero Continued focus on operational efficiencies Development of new technological solutions for construction and industry

NON-FINANCIAL TARGETS STRATEGY 2028 7 NATURAL RESOURCES – WATER, WASTE, AND CIRCULARITY Transition from a linear to a circular approach Focus on diverting non- recoverable waste to approaches in which resources are reused or recycled Minimize water discharge volumes and increase the proportion of reused and recycled wastewater. Focus on water management Natural Resources: Waste disposed and water discharged -15% reduction Per ton sold

NON-FINANCIAL TARGETS STRATEGY 2028 8 EMPLOYEE ENGAGEMENT – RECONFIRM OUR HIGH SCORE Engagement as key performance metric to measure resilience and sustainability. Highly engaged employees drive performance and business success Sika’s strong Corporate culture as most competitive advantage External global employee survey every two years

80% Employee engagement rate

NON-FINANCIAL TARGETS STRATEGY 2028 9 KEY NON-FINANCIAL METRICS – RESULTS

ADDITIONAL NON-FINANCIAL FOCUS AREAS 10 PEOPLE & CULTURE Diversity Health & Safety ▪Improving gender balance by reaching same representation of women at all levels ▪Ambition to steadily increase women ratio of total workforce towards 30% ▪Zero fatalities ▪Lost Time Accidents ≤2 per 1,000 FTE ▪Recordable Injuries ≤ 2 per 1,000 FTE ▪Reduction of hazardous substances

ADDITIONAL NON-FINANCIAL FOCUS AREAS SAFETY FIRST – PROTECTING OUR PEOPLE Since 2021, we have significantly improved our Lost Time Accidents (LTAs) rate* from 9.2 to 3.0 9.2 7.1 5.4 3.5 3.0 2021 2022 2023 2024 2025 *Lost Time Accidents per 1,000 FTEs 11

ADDITIONAL NON-FINANCIAL FOCUS AREAS SUSTAINABLE SOLUTIONS All new product developments to be SPM validated with a positive validation 12 ▪The SPM evaluates solutions based on 11 sustainability and 6 performance categories ▪It is used to classify products as sustainable solutions with a sustainable impact ▪Only SPM validated products can be marketed under the Sustainably Sika communication framework ▪Sika’s goal is to manage innovation and sustainability, minimizing risks and maximizing opportunities ▪Sika is the 1st company within the specialty chemicals and building materials sector to develop and implement the SPM Concept based on the WBCSD framework

CORPORATE GOVERNANCE

CORPORATE GOVERNANCE 14 Stakeholders’ needs and views Best practice standards Openness and transparency Good Corporate Governance ▪Good Corporate Governance safeguards the company sustainable development and performance ▪The Board regularly assesses Sika’s Corporate Governance against regulatory developments, and best practice standards ▪Sika provides information on structures, processes, areas of responsibility, procedures, rights and obligations of stakeholders ▪The Board aims to hold a transparent and open discussion with all stakeholders, considering their needs and views COMMITMENT TO OPENNESS AND TRANSPARENCY

CORPORATE GOVERNANCE 15 ▪Adheres to the SIX Swiss Exchange’s Directive on Information Relating to Corporate Governance ▪Follows the principles of the Swiss Code of Best Practice for Corporate Governance of Economiesuisse1 ▪Aligned with various international frameworks (ESRS, SASB, ISSB, GRI, CDP, UN SDGs, UN Global Compact, WBCSD, TCFD, TNFD) ▪Complies with all applicable local laws and regulations where business is conducted ▪The Sika Code of Conduct is binding, even in cases where local laws are less stringent COMPLIANT WITH STANDARDS AND REGULATIONS An annual review is conducted to confirm the conformity with the Swiss Code of Obligations, the Ordinance against Excessive Remuneration (VegüV), the SIX Directive on Corporate Governance and the Sika Articles of Association concerning Board member independency and the number of external additional mandates

CORPORATE GOVERNANCE FRAMEWORK 16 STRUCTURES AND RESPONSIBILITIES AMERICAS HR, LEGAL & COMPLIANCE INNOVATION & SUSTAINABILITY FINANCE CEO BOARD OF DIRECTORS ANNUAL GENERAL MEETING ARTICLES OF ASSOCIATION CODE OF CONDUCT VALUES & PRINCIPLES ORGANIZATIONAL RULES ASIA/PACIFIC EMEA CONSTRUCTION PROCUREMENT & SUPPLY CHAIN COMMUNICATIONS & IR OPERATIONS & EHSQ DIGITAL TRANSFORMATION AUTOMOTIVE & INDUSTRY

CODE OF CONDUCT (COC) 17 ▪Based on Sika’s Values and Principles, available in 49 languages, read and signed by newly hired employees ▪The Sika CoC underscores its strong commitment to sustainable development, incl. human rights and environmental protection ▪It reflects all recent policy changes (e.g., Supplier CoC, Global Privacy Policy) ▪Bi-annual commitment by Senior Management and General Managers, and regular trainings for all employees (incl. those joining through acquisitions) ▪Violations reported to management or via the Sika Trust Line SIKA CULTURE: INTEGRITY AND ETHICAL CONDUCT ▪HR & Compliance investigates reported misconduct, substantiated cases are reported to the Audit Committee ▪Substantiated compliance violations lead to disciplinary action and/or organizational measures Source: Compliance

SUPPLIER CODE OF CONDUCT (SCOC) 18 ▪Commitment to high ethical standards and sustainability ▪Requirements include compliance with the following standards: ▪Universal Declaration of Human Rights ▪The core conventions of the ILO on labor standards ▪All applicable local, national and international laws concerning: RESPONSIBLE SOURCING ▪Anti-corruption ▪Fair competition ▪Intellectual property, data and privacy protection Source: Compliance ▪Sanctions, non-proliferation, and export controls ▪Environment, Health & Safety (EHS) protection

HUMAN RIGHTS POLICY 19 ▪The policy reinforces Sika’s human rights commitment, building on the CoC, the SCoC, and all relevant guidelines and processes ▪Sika’s due diligence aligns with international standards to identify, prevent, mitigate, and remediate any human rights impacts associated with its activities and business relationships ▪Several channels are available to report concerns or misconduct, including the Sika Trust Line ▪The following human rights have been identified as Sika’s priorities: RESPECTING HUMAN RIGHTS ACROSS THE VALUE CHAIN Source: Human Rights ▪Health and safety ▪Non-discrimination and equal treatment ▪Forced labor and modern slavery ▪Child labor ▪Fair working conditions ▪Freedom of association and collective bargaining ▪Environmental protection

RESPONSIBLE SOURCING 20 ▪Initiative based on the UN Global Compact and Responsible Care® principles ▪Sika is a member since 2020 ▪Active collaboration to assess the sustainability performance and positively impact its progress within the supply chain of the chemical industry ▪Learning and sharing best practices in sustainability with other companies of the industry ▪Sika takes part in several workstreams within the initiative: ENGAGEMENT IN “TOGETHER FOR SUSTAINABILITY” ▪WS1: Governance and Partnerships (WS Chair) ▪WS2: TfS Assessments (WS Member) ▪WS3: TfS Audits (WS Member) ▪WS5: GHG Emissions (WS Member) Source: Responsible Sourcing

BOARD RESPONSIBILITIES 21 The Nomination and Compensation Committee (NCC) holds the responsibility for the succession planning. The duties of NCC includes: ▪Identification and assessment of potential BoD candidates based on predefined criteria ▪Yearly assessment of the Board and the Board Committees regarding performance, constitution and independency ▪Yearly assessment of the performance of each member of the Group Management ▪Identification and assessment of potential candidates to the position of CEO ▪Review of candidates for other Group Management positions as proposed by CEO ▪Yearly review and assessment of the succession planning and emergency succession list for positions of Group Management BOARD COMPOSITION AND SUCCESSION PLANNING ▪It is of high relevance to have a well-balanced composition of the Board - with an independent majority – and an appropriate mix of members representing consistency and renewal. Source: Board Composition and Succession Planning

BOARD RESPONSIBILITIES 22 ▪The Board of Directors should collectively reflect a diverse range of skills, qualifications, and experiences required to effectively fulfil its duties ▪Board members with a broad range of experience are valued over those with deep specialization in a single area ▪Where needed, the Board engages external experts to provide training or advice on specific topics ▪Information on key skills and experience is available on the website in the detailed view of each Board member BOARD COMPOSITION AND SUCCESSION PLANNING The Board skills matrix is used as a tool to evaluate existing and potential Board members Source: Board of Directors; Board Composition and Succession Planning 4 yrs average tenure of Board members 33% women on the Board Criteria Board members Experience Senior leadership (CEO/other Executive Management roles/chairman) 8/9 Industry experience/business model 6/9 Global organization 9/9 Skills/Expertise Financial/audit/accounting 5/9 Strategic planning/business development/M&A 9/9 Human capital/talent development/compensation 6/9 Brand value/marketing/sales 4/9 Technology/innovation/sustainability 4/9 Digital/e-commerce/information security 6/9 Governance/legal/risk management 5/9 Operational/manufacturing/supply chain 4/9

RISK MANAGEMENT 23 ▪The Board of Directors is responsible for overseeing Sika’s risk management. ▪Sika’s risk management process is regularly reviewed and updated, enabling the company to identify potential risks more effectively and implement robust mitigation practices. This process is used rigorously to ensure that any potential risk on the company and its stakeholders is mitigated RISK MANAGEMENT ALONG THE ENTIRE VALUE CHAIN Source: Risk Management STRATEGIC OPERATIONAL FINANCIAL ORGANIZATIONAL ▪ Price pressure and cost inflation ▪ Changing product compliance requirements and regulations ▪ Country risk ▪ Climate change ▪ Geopolitical tensions and fragmentation in a multipolar world ▪ Competition law/antitrust ▪ Talent shortage ▪ Business interruption ▪ Cyber and data security ▪ Supply chain - direct material sourcing ▪ Impairments ▪ Currency fluctuation / FX risk ▪ Environmental, health, and safety (EHS) exposures ▪ Reputation risk ▪ Hostile takeover / activism ▪ Loss of Sika’s unique culture / entrepreneurship TOP RISKS

RISK MANAGEMENT 24 Evaluating climate-related risks and opportunities related to its business and developing appropriate response measures, as required by the TCFD recommendations, are of vital importance to ensure long-ter