AstraZeneca Annual Report and Form 20-F Information 2025 We follow the science and put patients first

Supplements Detailed information on our Development Pipeline, Patent Expiries of Key Marketed Products and Risk. See our website, www.astrazeneca.com/annualreport2025. Trade marks Brand names shown in italics are trade marks owned by or licensed to the Group. What science can do We are a global, science-led, patient-focused pharmaceutical business. We are committed to excellence in the research, development and commercialisation of prescription medicines. We aim to transform the lives of patients with improved outcomes and a better quality of life. Front cover image: Our Values include following the science and putting patients first. They help us achieve our Purpose of pushing the boundaries of science to deliver life-changing medicines. For more information, see page 8. Use of terms: In this Annual Report, unless the context otherwise requires, ‘AstraZeneca’, ‘the Group’, ‘we’, ‘us’ and ‘our’ refer to AstraZeneca PLC and its consolidated entities. Welcome

Contents Key   For more information within this Annual Report.   For more information, see www.astrazeneca.com. Total Revenue1 Up 9% at actual rate of exchange to $58,739 million (up 8% at CER), comprising Product Sales of $55,573 million (up 9%; 9% at CER), Alliance Revenue of $3,067 million (up 39%; 38% at CER) and Collaboration Revenue of $99 million (down 89%; 89% at CER) Net cash inflow from operating activities Up 23% at actual rate of exchange to $14,575 million $58,739m $54,073m $45,811m 2025 2024 2023 $58.7bn $14,575m $11,861m $10,345m 2025 2024 2023 $14.6bn Reported Operating profit Up 37% at actual rate of exchange to $13,743 million (up 36% at CER) Core Operating profit Up 9% at actual rate of exchange to $18,478 million (up 9% at CER) $13.7bn $13,743m $10,003m $8,193m 2025 2024 2023 $18.5bn $18,478m $16,928m $14,534m 2025 2024 2023 Reported EPS Up 45% at actual rate of exchange to $6.60 (up 43% at CER) Core EPS Up 12% at actual rate of exchange to $9.16 (up 11% at CER) $6.60 $6.60 $4.54 $3.84 2025 2024 2023 $9.16 $9.16 $8.21 $7.26 2025 2024 2023 1 As detailed from page 129, Total Revenue consists of Product Sales, Alliance Revenue and Collaboration Revenue. Denotes a scale break. Throughout this Annual Report, all bar chart scales start from zero. We use a scale break where charts of a different magnitude, but the same unit of measurement, are presented alongside each other. For more information in relation to the inclusion of Reported performance, Core financial measures and constant exchange rate (CER) growth rates as used in this Annual Report, see the Financial Review from page 50 and for more information on the reconciliation between Reported and Core performance, see the Reconciliation of Reported results to Core results in the Financial Review on page 55. Financial highlights Strategic Report AstraZeneca at a Glance 2 Chair’s Statement 3 Chief Executive Officer’s Review 4 Healthcare in a Changing World 6 Our Purpose, Values and Business Model 8 Our Strategy and Key Performance Indicators 10 Therapy Area Review 12 Business Review 26 Section 172(1) Statement 46 Viability Statement 46 Risk Overview 47 Financial Review 50 Corporate Governance Chair’s Introduction 66 Corporate Governance Overview 67 Board of Directors 68 Senior Executive Team (SET) 70 Corporate Governance Report 71 Nomination and Governance Committee Report 79 Science Committee Report 81 Sustainability Committee Report 82 Audit Committee Report 83 Directors’ Remuneration Report 90 Financial Statements Preparation of the Financial Statements and Directors’ Responsibilities 115 Directors’ Annual Report on Internal Controls over Financial Reporting 115 Independent Auditors’ Report 116 Consolidated Statements 125 Group Accounting Policies 129 Notes to the Group Financial Statements 137 Group Subsidiaries and Holdings 192 Company Statements 197 Company Accounting Policies 199 Notes to the Company Financial Statements 201 Sustainability Statement General disclosures 205 Topical disclosures 211 Environmental disclosures 211 Social disclosures 217 Governance disclosures 219 Independent Sustainability Assurance Report 220 Additional Information Shareholder information 223 Directors’ Report 224 Glossary 227 Cautionary statement regarding forward-looking statements 228 AstraZeneca Annual Report & Form 20-F Information 2025 1 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Contents

Our purpose We push the boundaries of science to deliver life-changing medicines. Our strategic priorities Our priorities reflect how we are working to deliver our Growth Through Innovation strategy. 1. Science and Innovation 2. Growth and Therapy Area Leadership 3. People and Sustainability Science and innovation-led We invest in new technologies and modalities to deliver the next wave of pipeline innovation and life-changing medicines. 197 projects in our development pipeline1 20 new molecular entities (NMEs) in our late-stage pipeline 125 NME or major life-cycle management (LCM) projects in Phase II and Phase III $14.2bn invested in our science 1 Includes NME and major LCM projects up to launch in all applicable markets. Leading in our therapy areas We focus on areas where we can transform patient outcomes through novel medicines and combinations.   For more information on our therapy areas, see page 12. Oncology Leading a revolution to transform cancer care. BioPharmaceuticals Transforming care for billions of people living with chronic diseases and delivering long-lasting immunity. Rare Disease Pioneering new possibilities for the rare disease community. Total Revenue by therapy area2 2 Due to rounding, the sum of subtotals and percentages may not agree to totals. Diversified portfolio and global reach We deliver a diversified portfolio of medicines across primary care, specialty care and rare diseases through our broad-based global network. Total Revenue growth by reporting region3 10% 12% 5% 5% US Emerging Markets Europe Established RoW 3 Actual growth percentage. Total Revenue by reporting region4 4 See page 32 for how we define our regions. Positively impacting the health of people, society and the planet We operate responsibly, harnessing the power of science and innovation, and our global reach, to help build a healthier, more sustainable future. 320 million people have been positively impacted5 5 See page 218 for methodology and definitions. 88.1% reduction in Scope 1 and 2 GHG emissions since 2015 $1.0bn, 2% Other Medicines $25.6bn, 44% Oncology $23.0bn, 39% BioPharmaceuticals $9.1bn, 16% Rare Disease $25.5bn, 43% US $5.2bn, 9% Established Rest of World $15.3bn, 26% Emerging Markets $12.7bn, 22% Europe AstraZeneca Annual Report & Form 20-F Information 2025 2 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information AstraZeneca at a Glance AstraZeneca at a Glance We are dedicated to transforming the future of healthcare by unlocking the power of what science can do for people, society and the planet.

$3.20 Full-year dividend of $3.20 per share (2024: $3.10) “We have more than 100 Phase III studies ongoing, including a substantial and growing number of trials of our transformative technologies which have the potential to revolutionise outcomes for patients and drive our growth well beyond 2030.” Global opportunities and challenges The world continues to be in flux. Geopolitical shifts, crises, and conflict intersect with economic, demographic, societal, environmental, and technological change – reshaping the context in which companies operate. While no business can predict every shock, active risk management strengthens our capacity to absorb disruption and adapt, enabling us to execute our strategy, drive innovation, grow, and reach more patients. At the same time, we face a more economically diverse landscape as economic power evolves, including the rise of emerging, populous markets. Governments are also prioritising strategic autonomy for security, resilience, and competitiveness, with pressure to build climate-resilient supply chains. These interlinked trends bring risks to manage and significant opportunities for innovation, partnerships, and sustainable growth. Our industry-leading role in negotiating an agreement with the US administration to lower the cost of medicines for American patients illustrates our agility in responding to the changes we are seeing. A shared drive for innovation The pace of scientific progress today is nothing short of extraordinary, with transformative new technologies and modalities redefining what is possible for patients. Yet, these advances are not reaching everyone equally. Across continents, access to life-changing treatments remains inconsistent. For example, over the past five years, about 40% of medicines launched in the US did not launch in key European countries, whereas only 7% of medicines launched in Europe did not reach the US. To harness the promise of this scientific golden age, we need to adapt and rethink how we value health. Treating it as a strategic investment – rather than a budgetary expense – can unlock immense economic and societal benefits. For example, an additional $3 per person each year to tackle chronic diseases could yield economic benefits of up to $1 trillion by 2030. However, the responsibility for driving innovation must be shared. A more balanced, global approach to funding and risk-sharing is essential. We need policymakers to modernise regulations, foster public-private partnerships, and prioritise health as a pillar of national strength and sovereignty. By aligning policy and investment with scientific readiness, we can deliver longer, healthier lives and a more resilient global economy. A dedicated team As reflected throughout this Annual Report, 2025 was a year of exceptional progress for AstraZeneca, delivering impact for people, society, and the planet. On behalf of the Board, I extend our gratitude to Pascal, the Senior Executive Team, and every colleague whose work made these results possible. Outlook As we look ahead, we have more than 100 Phase III studies ongoing, including a substantial and growing number of trials of our transformative technologies which have the potential to revolutionise outcomes for patients and drive our growth well beyond 2030. Michel Demaré Chair Those achievements start with our continued strong commercial performance in 2025, with Total Revenue up 9% (8% at CER). Reported EPS was up 45% (43% at CER) and Core EPS, which excludes certain items, was up 12% (11% at CER). The Board has declared a second interim dividend of $2.17 per share (159.5 pence, 19.49 SEK). Total dividend declared for 2025 increased by 3% to $3.20 per share. A global company Our financial performance reflects the depth and breadth of our portfolio and pipeline of life-changing medicines. It also reflects our leading global presence and footprint. In November 2025, our plans to deliver a global listing for global investors were overwhelmingly approved by shareholders at the General Meeting with a vote of 99.36% in favour. From 2 February 2026 shareholders have been able to trade their interests in AstraZeneca Ordinary Shares across all three exchanges in New York, London and Stockholm. This harmonised listing structure will help us reach a broader mix of global investors, making it more attractive for all shareholders to participate in our future and giving us flexibility to access the widest pool of capital. AstraZeneca’s many scientific and commercial achievements in 2025 were underpinned by our continuous adaptation to a rapidly changing external environment. AstraZeneca Annual Report & Form 20-F Information 2025 3 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Chair’s Statement Chair’s Statement

BioPharmaceuticals In BioPharmaceuticals, baxdrostat has the potential to be a best and first-in-class medicine that would have a very real impact for the hundreds of millions of people worldwide living with hard-to-control hypertension. We acquired baxdrostat from CinCor in 2023 and advanced it from Phase II to delivery of Phase III data and filing by the end of 2025. Phase III trials showed statistically significant and clinically meaningful blood pressure reductions and baxdrostat represents one of the most significant innovations in the hypertension field in over two decades. Rare Disease In Rare Disease, positive results from the global PREVAIL Phase III trial showed that gefurulimab met its primary and all secondary endpoints, demonstrating a statistically significant and clinically meaningful improvement from baseline in Myasthenia Gravis Activities of Daily Living (MG-ADL) total score at week 26 compared to placebo. Findings from the trial offer valuable insights into how early and sustained complement inhibition with gefurulimab may translate into meaningful, functional improvement for people living with gMG. A once-weekly self-administered treatment option would advance greater convenience and independence for patients in managing their condition, as well as strengthening our scientific leadership in complement inhibition. Following the science While we had remarkable success in 2025, pushing boundaries sometimes means setbacks. For example, we did not achieve the primary endpoints in the Phase III RESOLUTE trial for Fasenra in COPD and the LATIFY trial of ceralasertib plus Imfinzi in previously treated advanced NSCLC. True to our Values of following the science and putting patients first, we learn from every trial and share data with the wider scientific community. Overall, our vision extends well beyond our ambitions for 2030, and we are investing significantly in transformative technologies that will shape the future of medicine and sustain our growth into the next decade. This includes harnessing the power of AI where, for example, 90% of our small molecule discovery pipeline is already AI-assisted, potentially improving the probability of clinical success. Delivering in the right way At AstraZeneca, how we work is as important to us as what we do. I was therefore proud to introduce our refreshed sustainability strategy in May. It focuses on how we make a sustainable impact by acting on nature, health equity and health systems resilience and how we work by living our Values, investing in our people and operating responsibly, ethically and with robust governance. We are making good progress in these areas. In 2025, we continued to deliver against Ambition Zero Carbon, with a reduction in Scope 1 and 2 greenhouse gas emissions of 88.1% since 2015. We are now especially focused on cutting Scope 3 emissions with the aim of achieving science-based net zero by 2045. On health equity, we have a 2030 ambition to positively impact one billion people, including 400 million from underserved communities. We have achieved our target of 40.4% of genomics data coming from understudied global communities, and, so far, have reached more than 49 million people since 2024 with health education, screening and early detection. Investing in people None of our achievements would be possible without the dedication and talent of AstraZeneca colleagues worldwide. I am proud that 86% of our people believe AstraZeneca is a great place to work, and we continue to make progress in creating an inclusive environment where everyone feels they belong. We are embracing AI to accelerate our progress and have set up a new AI unit to reinforce our efforts. The uptake of AI tools continues to grow and, in 2025, more than 50,000 employees participated in our ‘Thriving in the Age of AI’ programme. These technologies are enabling us to discover and deliver new treatments faster than ever before and drive step-changes in how we diagnose, monitor and treat patients – as well as transform how we all work. I would like to thank each of my colleagues for the contributions they have made and firmly believe we have the best team in the industry. Together, we are on track to deliver our Ambition 2030, addressing unmet medical need, reshaping the future of healthcare and changing lives around the world. Pascal Soriot Chief Executive Officer Our efforts are not restricted to the US. In March, we announced plans to establish a new global strategic R&D centre in Beijing, our second in China and sixth worldwide. Our $2.5 billion investment expands early discovery and development and incorporates an AI and data science laboratory. At the same time, agreements with Harbour BioMed and Syneron Bio, together with a pioneering Cambridge Beijing ecosystem collaboration, aim to accelerate our science and innovation. Additionally, we are making good progress with the construction of our $1.5 billion antibody drug conjugate manufacturing facility in Singapore and opened our new global hub in Barcelona, as well as expanding our manufacturing capabilities in China, Sweden and the Netherlands. Reshaping the future of healthcare In addition to delivering medicines today, we are following the science to deliver medicines for tomorrow and the day after. Oncology We are proud of our science and the American Society of Clinical Oncology annual meeting provided a remarkable moment in 2025, marking our seventh consecutive year with a plenary session, and the second consecutive year in which we had two: SERENA-6 on camizestrant for the treatment of 1st-line advanced HR-positive breast cancer; and MATTERHORN which showcased perioperative treatment with Imfinzi in early gastric and gastroesophageal junction cancers and for which it was approved in the US by the FDA. We also had back-to-back presidential presentations for the DESTINY-Breast05 and DESTINY-Breast11 Phase III trials at the European Society for Medical Oncology Congress that demonstrated the transformative potential of Enhertu in early HER2-positive breast cancer – a setting where there is a greater opportunity for cure. Together with DESTINY-Breast09, SERENA-6 and TROPION-Breast02 for Datroway, these five studies demonstrate the difference we are making for people with breast cancer and illustrate our strategy to bring novel treatments to early cancer settings where patients can benefit most. AstraZeneca Annual Report & Form 20-F Information 2025 5 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Chief Executive Officer’s Review

The external environment presents both challenges and opportunities that require us to adapt, innovate and build trust. A growing pharmaceutical sector The pharmaceutical sector continues to grow against a backdrop of increasing demand for healthcare. Global healthcare spending is projected to increase at an annual rate of 7.1% from 2025 to 2029. Healthcare in a Changing World Global trends Shifting economic power Economic power is shifting from the G7 to the largest emerging markets, such as China and countries with large populations, including India and Indonesia, altering global economic dynamics and creating new opportunities and challenges. For example, the G7 comprised some 65% of global GDP in 2000 which is expected to drop to less than one third by 2050. Global instability Continuing geopolitical tensions and shifting alliances are creating a more volatile global landscape, impacting international relations and stability. This includes the rise of economic nationalism, sustained strategic rivalry between the US and China, as well as conflicts, such as the war in Ukraine, and ‘grey zone’ conflict – the contested arena between routine diplomacy and open warfare. Changing populations The UN predicts the global population will reach 9.7 billion by 2050. Key trends include continued urbanisation, falling birth rates in many countries, notably South Korea, Japan and within Western Europe, and an ageing population, with those aged 65 and older set to triple by 2100. Furthermore, the ratio of retirees to workers will rise dramatically as the share of younger people declines, putting structural pressure on pay-as-you-go pensions and on health and long-term care financing. Population growth is also becoming more concentrated, with much of the growth coming from Africa and South Asia. <1/3 The G7’s share of global GDP fell from roughly two thirds (~65%) in 2000 to about half today, and is projected to shrink to less than one third by 2050. (Source: Global Trade Outlook, February 2023) 9.7 billion The UN predicts the global population will reach about 9.7 billion by 2050. (Source: United Nations) 10.0% Global pharmaceutical sales grew by 10.0% in 2025 (Source: IQVIA, IQVIA Midas Quantum Q3 2025) These risks are explored further in the Risk Overview from page 47 and Accessible and affordable healthcare from page 41. Against the background of broad structural trends, the pharmaceutical sector is navigating economic challenges and political uncertainty as well as the impacts of social changes and the climate crisis. Rapidly-advancing technologies offer both risks and benefits, while successful organisations are building trust with stakeholders. AstraZeneca Annual Report & Form 20-F Information 2025 6 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Healthcare in a Changing World

Trend Impact Politics Increasing international friction Two thirds More than two thirds of respondents believe we will face a world in which middle and great powers contest, set and enforce regional rules and norms. (Source: World Economic Forum Global Risk Report, January 2026) The political climate has acute consequences for security, trade and global collaboration. Some governments deliberately use economic ties, such as access to critical minerals, to gain strategic leverage over others, thereby increasing the risk of supply chain disruption. However, such trends also present opportunities as companies are encouraged to localise operations to mitigate supply chain risks. As a consequence, AstraZeneca is investing in robust and flexible supply chains and a strong global manufacturing footprint, see Operations on page 33 of the Business Review. Economics Global economy in flux 3.3% Global GDP growth forecast at 3.3% for 2026 and 3.2% in 2027. (Source: IMF, January 2026) Global growth is projected to remain resilient at 3.3% in 2026 and at 3.2% in 2027 – rates similar to the estimated 3.3% outturn in 2025. In addition, healthcare budgets are under pressure which is leading to downward pressure on pricing. We work closely with payers and policymakers to deliver locally affordable medicines. In 2025, we reached an agreement with the US Government to lower the cost of medicines for US patients, see Our regions from page 32 of the Business Review. Society Increasing healthcare demands 43 million Non-communicable diseases (NCDs) were the cause of death for 43 million people in 2021. (Source: WHO, September 2025) Demographic change is driving an increased demand for healthcare across all age groups. However, people in low- and middle-income countries are disproportionately affected by NCDs, as 82% of NCD deaths occur in these countries. In total, NCDs represent 75% of non-pandemic-related deaths globally. Through our health equity programme, we aim to close healthcare gaps and to give people everywhere the chance to be as healthy as possible, see Accessible and affordable healthcare on page 41 of the Business Review. Technology Changing the way we work $4-7 billion/ year Generative AI is estimated to unlock $4-7 billion in value annually for pharmaceutical companies. (Source: McKinsey & Company, January 2025) Rapid advances in the field of AI and machine learning are enhancing our ability to process and understand vast amounts of data. AI will unlock value and bring new risks. Guided by our principles of ethical and responsible data and AI use, new technologies enable us to deliver better medicines and treatments, more quickly, to more patients, see Digital technologies on page 36 of the Business Review. Environment Deep interconnection between climate and health 53.2Gt CO2 emissions are at a record high globally as 53.2 gigatonnes of CO2e were emitted into the atmosphere in 2024. (Source: Joint Research Centre, September 2025) The climate crisis is amplifying health inequities and putting additional strain on health systems. Older adults, children, outdoor workers, and low- and middle-income communities face heightened risks from heat-related cardiovascular, respiratory, renal and neurological harms. We are pursuing ambitious science-based decarbonisation targets to achieve net zero by 2045, see Climate change from page 42 of the Business Review. Outlook Opportunities and challenges for the sector 71% In a 28-country survey, 71% of people questioned rated the healthcare industry trustworthy, and 76% of people trusted scientists. (Source: 2025 Edelman Trust Barometer, January 2026) The use of advancements in science and digital technologies offer the potential to revolutionise the healthcare industry. However, coupled with growing distrust of governments, political leaders and more generally, information, concerns around the politicisation of science can exacerbate existing trust issues. Our Code of Ethics and Values determine how we work together and the behaviours that drive our success and improve trust, see Business conduct from page 34 of the Business Review. AstraZeneca Annual Report & Form 20-F Information 2025 7 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Healthcare in a Changing World

Value outcome Inspired by our Values and what science can do, we are focused on accelerating the delivery of life-changing medicines that create enduring value for patients, society, the planet and our shareholders. Our Purpose Our Values Our business model We push the boundaries of science to deliver life-changing medicines. Our Values determine how we work together and the behaviours that drive our success. They guide our decision making and define our beliefs. We follow the science Pushing the boundaries of science and working creatively with partners and collaborators. We put patients first Striving to understand patients’ needs and considering them in every decision we take. We play to win Building high-performing, inclusive and diverse teams and making the right choices to win. We do the right thing Employing high ethical standards when carrying out all aspects of our business globally. We are entrepreneurial Acting with urgency, bravery, resilience and taking smart risks. We are a global pharmaceutical business with a science-led and patient-focused value proposition committed to excellence in the research, development, manufacturing and commercialisation of prescription medicines across primary care, specialty care and rare diseases. We are also committed to operating responsibly, and in an ethical and transparent way, to help build a healthier, more sustainable future. We invest resources to create financial and non-financial value that benefits patients, society, the planet and our business. Our Purpose, Values and Business Model Enabled by R&D We invest in the science and effective collaborations to build a strong pipeline of innovative medicines. People We acquire, retain and develop a talented and diverse workforce. Technology We invest in transformative new technologies and platforms, including AI, to develop and deliver medicines more efficiently. Commercialisation We have a global commercial presence and skills to ensure our medicines reach patients as quickly and as broadly as appropriate. Manufacturing and distribution We have robust global supply chains and manufacturing footprint to ensure medicines are delivered to patients. Improved health We are transforming the future of healthcare, improving health outcomes and quality of life globally. Through innovation and partnerships, we tackle health challenges, close care gaps and create healthier communities. Returns to shareholders Revenue from our Product Sales and collaboration activities generates cash flow, which helps us: • Fund our investment in science and the business to drive long-term value. • Follow our progressive dividend policy. • Meet our debt service obligations. For more information, see Business Review from page 26. 320 million people positively impacted1 Inputs Outputs 1 See page 218 for methodology and definitions. AstraZeneca Annual Report & Form 20-F Information 2025 8 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Our Purpose, Values and Business Model

Life-cycle of a medicine For more information on our pipeline progression, see our Development Pipeline Supplement on our website, www.astrazeneca. com/annualreport2025. Post-exclusivity – duration: 20+ years 9. Patent expiry and generic medicine entry. Research and development phases – duration: 5-15 years 1. Undertake scientific research to identify potential new medicines. 2. Preclinical studies in the laboratory and in animals to understand if the potential medicine is safe to introduce into humans. 3. Phase I trials with small groups of healthy human volunteers (small molecules) or patients (biologics) to understand how the potential medicine is absorbed into the body, distributed and excreted. 4. Phase II trials on small- to medium-sized groups of patients to test effectiveness, safety and tolerability of the medicine and determine optimal dose. 5. Phase III trials in a larger group of patients to gather information about effectiveness and safety of the medicine and evaluate the overall benefit/risk profile. 6. Seek regulatory approvals for manufacturing, marketing and selling the medicine. Launch phase – duration: 5-15 years 7. Launch new medicine while continuously monitoring, recording and analysing reported side effects. 8. Post-launch R&D to further understand the benefit/risk profile of the medicine and life-cycle management activities to understand its full potential. Investment in discovery, development, manufacturing and com merc ai l si at oi n of pa et nt-p or et c et d med ci ni se eR ev un e gene ar t oi n from ht e sa el of our med ci ni es Reinvestment in future sources ofrevenue Inputs • Applying our resources to address unmet medical need Outputs • Improved health • Returns to shareholders Our Purpose Research and development phases 5-15 years aL nu ch phase 5-15 years Post-exclusivity 20+ years 1 2 3 4 5 6 7 8 9 We create financial value throughout the life-cycle of a medicine This is a high-level overview of a medicine’s life-cycle and is illustrative only. AstraZeneca Annual Report & Form 20-F Information 2025 9 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Our Purpose, Values and Business Model

$14,575m $11,861m $10,345m 2025 2024 2023 $14,575m Net cash inflow from operating activities $9.16 $8.21 $7.26 2025 2024 2023 Core EPS $9.16 $6.60 $4.54 $3.84 2025 2024 2023 Reported EPS $6.60 Ambition 2030 Our ambition is to be pioneers in science, lead in our disease areas and transform patient outcomes. By 2030, we aim to launch at least 20 new medicines and achieve $80 billion in Total Revenue with sustained growth thereafter. 9 NMEs delivered against our Ambition 2030 of launching at least 20 new medicines1 . Our Key Performance Indicators and remuneration We measure our productivity and success against our Key Performance Indicators (KPIs), which are aligned to our strategic priorities. Several KPIs are used to measure Executive Directors’ remuneration, allowing us to disclose aggregated targets without disclosing sensitive commercial information at the individual KPI level. Variances between the KPI and values used in determining remuneration are explained in the Directors’ Remuneration Report from page 90. Our Ambition Zero Carbon strategy is reflected in our executive incentive arrangements. Our Growth Through Innovation strategy has three priorities, whose effective delivery will help us achieve our financial targets. Our capital allocation priorities include: investing in the business and pipeline; maintaining a strong, investment-grade credit rating; potential value-enhancing business development opportunities; and supporting the progressive dividend policy. Our ambition is to launch at least 20 new medicines by 2030. 2. Growth and Therapy Area Leadership 1. Science and Innovation 3. People and Sustainability Achieve Group Financial Targets Growth Through Innovation strategy For more information on: Our Core measures, see the Financial Review from page 50. How Group financial targets are considered when calculating the annual bonus, see page 99.  Achieve Group Financial Targets Key Performance Indicators Earnings per share (EPS) is an important profitability metric and a key driver of shareholder value. Cash generation is a key driver of long-term shareholder returns and facilitates reinvestment in our pipeline, which is critical for delivering new medicines and future value. Key Used for remuneration of Executive Directors 1 The target of 20 reflects medicines approved since October 2022. Actual growth 2025 +23% 2024 +15% 2023 +5% Actual growth 2025 +12% 2024 +13% 2023 +9% CER growth 2025 +11% 2024 +19% 2023 +15% Actual growth 2025 +45% 2024 +18% 2023 +81% CER growth 2025 +43% 2024 +29% 2023 +96% AstraZeneca Annual Report & Form 20-F Information 2025 10 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Our Strategy and Key Performance Indicators Our Strategy and Key Performance Indicators

381 242 303 2025 2024 2023 38 Pipeline progression events 971 742 563 2025 2024 2023 Regulatory events 97 Total Revenue 2025 2024 2023 $58,739m $54,073m $45,811m $58,739m$58,739m 84% 86% 86% 86% Employee belief that AstraZeneca is a great place to work1 2025 2024 2023 -88.1% -77.5% -67.6% 2025 2024 2023 Reduction in Scope 1 and 2 GHG emissions since 2015 2025 2024 2023 -88.1% For more information on our developments in 2025, see: Research & Development from page 28 of the Business Review. 2025 Group scorecard assessment on page 99 for performance against the Group scorecard. 1 36 against our Group scorecard for determining annual bonus. 2 24 against our Group scorecard for determining annual bonus. 3 30 against our Group scorecard for determining annual bonus. 1 69 against our Group scorecard for determining annual bonus. 2 52 against our Group scorecard for determining annual bonus. 3 46 against our Group scorecard for determining annual bonus. For details of how Total Revenue is considered when calculating the annual bonus, see from page 99. For more information on our developments in 2025, see: Therapy Area Review from page 12. Affordability and pricing on page 41 and Operations on page 33 of the Business Review. For more information on our developments in 2025, see: People and Sustainability from page 38 of the Business Review. Key Performance Indicators Our science measures incentivise the development of NMEs and the maximisation of the potential of existing medicines. Pipeline progression events (Phase II NME starts/ progressions and Pivotal Phase II/Phase III investment decisions) measure innovation and sustainability. Regulatory events (regulatory submissions and approvals) demonstrate the advancement of this innovation to patients and the value to the Group. Key Performance Indicators Our Total Revenue measure reflects the importance of incentivising sustainable growth in both the short and long term. Key Performance Indicators Our People KPI is based on our Pulse survey measure of those employees who believe that AstraZeneca is a great place to work. Our Sustainability KPI is our reduction in Scope 1 and 2 greenhouse gas (GHG) emissions (since 2015 baseline), part of our Ambition Zero Carbon strategy.  Science and Innovation Advances in science and technology are revolutionising the way we work, enabling us to push the boundaries to deliver new and better medicines and treatments more quickly to more patients. Our strategic focus areas • Deliver the next wave of pipeline innovation • Accelerate platform of therapeutic modalities • Transform R&D ways of working  Growth and Therapy Area Leadership We are working across our therapy areas to transform care and meet the increasing demand for healthcare by improving access to our medicines, expanding treatment options and enabling patients to take control of their own health. Our strategic focus areas • Deliver industry-leading growth in our therapy areas • Improve patient outcomes by transforming care • Realise world-class supply chains  People and Sustainability Recognising the interconnection between business growth and societal needs, our sustainability strategy is focused on action on climate and nature, health equity and health systems resilience. We cultivate an inclusive, diverse workplace where employees thrive and are empowered to make an impact for people, society and the planet. Our strategic focus areas • Deliver a great employee experience • Lead on climate, equity and resilience • Enable an agile organisation Actual growth 2025 +9% 2024 +18% 2023 +3% CER growth 2025 +8% 2024 +21% 2023 +6% 1 Source: November Pulse survey for each year. AstraZeneca Annual Report & Form 20-F Information 2025 11 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Our Strategy and Key Performance Indicators

Therapy Area Review Redefining cancer care Oncology Therapy Area Review We are leading a revolution to transform cancer care. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review AstraZeneca Annual Report & Form 20-F Information 2025 12

Key marketed products Product Disease Total Revenue Commentary Tagrisso (osimertinib) Lung cancer $7,254m, up 10% (10% at CER) World-leading third-generation tyrosine kinase inhibitor (TKI) and backbone therapy for epidermal growth factor receptor mutated (EGFRm) non-small cell lung cancer (NSCLC) across multiple stages with continued demand growth in both the adjuvant and metastatic settings. Approved in more than 120 countries across multiple indications. Imfinzi (durvalumab) Lung, liver, biliary tract, gastric, gastroesophageal junction, bladder and endometrial cancers $6,063m, up 29% (28% at CER) A leading immunotherapy approved for 11 different indications across several tumour types including NSCLC, small cell lung cancer (SCLC), multiple gastrointestinal cancers and endometrial and bladder cancers. Approved in 98 countries. Calquence (acalabrutinib) Chronic lymphocytic leukaemia (CLL); mantle cell lymphoma (MCL); small lymphocytic lymphoma (SLL) $3,518m, up 12% (12% at CER) A second-generation, selective inhibitor of Bruton’s tyrosine kinase that is the current standard of care (SoC) across multiple forms of blood cancer. Approved in 94 countries. Lynparza (olaparib) Ovarian, breast, pancreatic, prostate and endometrial cancers $3,279m, down 11% (12% at CER)1 Remains the leading PARP inhibitor across five tumour types as measured by total prescription volume, the SoC in advanced ovarian cancer, and the only PARP inhibitor to improve survival in early breast cancer. Also approved in combination with abiraterone and prednisone in 1st-line metastatic castration-resistant prostate cancer (mCRPC) and in combination with Imfinzi in advanced or recurrent mismatch repair proficient endometrial cancer. Approved in 114 countries. Enhertu (trastuzumab deruxtecan)2 Breast, lung, gastric and a tumour-agnostic approval in metastatic HER2-positive solid tumours $2,775m, up 40% (40% at CER) Market leadership in HER2-positive and HER2-low metastatic breast cancer, HER2-positive metastatic gastric cancer and HER2-mutant metastatic lung cancer, as well as the first HER2-directed therapy approved for tumour agnostic cancers. Approved in more than 90 countries. Zoladex (goserelin acetate implant) Prostate and breast cancers $1,151m, up 5% (6% at CER) Approved in 122 countries for the treatment of prostate cancer and in 108 countries for the treatment of breast cancer in premenopausal women. Truqap (capivasertib) Breast cancer $728m, up 69% (68% at CER) Approved in combination with Faslodex in more than 85 countries in a biomarker-altered subgroup of HR-positive, HER2-negative metastatic breast cancer. Imjudo (tremelimumab) Liver and lung cancers $346m, up 23% (23% at CER) Approved in 74 countries in combination with Imfinzi for unresectable hepatocellular carcinoma and in 63 countries in combination with Imfinzi and chemotherapy for metastatic NSCLC. Datroway (datopotamab deruxtecan)2 Breast and lung cancers n/m $78m Approved in 38 countries for patients with previously treated metastatic HR-positive, HER2-negative breast cancer, and in the US for patients with previously treated advanced EGFRm NSCLC. 1 In 2024, we recognised Collaboration Revenue of $600 million in respect of a Lynparza sales-related milestone, of which no similar milestones were recognised in 2025. In 2025, Lynparza Product Sales increased by 7% (CER: 6%). For further details, see page 56. 2 Jointly developed and commercialised with Daiichi Sankyo. Total Revenue $25,619m up 15% (14% at CER) 2024: $22,353m 2023: $18,447m 2nd Cancer is the second leading cause of death worldwide. Unmet medical need and world market 2025 overview • Commercial delivery and sales performance driven by five multi-blockbuster medicines: Tagrisso, Imfinzi, Calquence, Lynparza and Enhertu. • Broad penetration of our Oncology medicines with 13 major market approvals across 10 indications. • 10 positive Phase III readouts across multiple tumour types including lung, breast, bladder and gastric cancers. Over 30 million The global burden of cancer is expected to grow, with over 30 million newly diagnosed patients estimated by 2040. Two thirds of those patients are expected to be in low- and middle-income countries.   Full details are given in the Development Pipeline and Patent Expiries of Key Marketed Products Supplements on our website, www.astrazeneca. com/annualreport2025. AstraZeneca Annual Report & Form 20-F Information 2025 13 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review | Oncology

Our strategy in Oncology Our ambition is to eliminate cancer as a cause of death. We seek to transform outcomes for people living with cancer through innovative medicines, powerful combinations and a world-class, purpose-driven team. Our commercial strategy to transform patient outcomes centres on three key areas: • Medicines that matter: building transformative brands that raise the standard of care for patients. • Leveraging scale: strengthening leadership and expertise in key tumour types (lung, haematology, genitourinary/ gynaecological, breast and gastrointestinal). • Transforming patient care: closing the care gaps to deliver optimal care for every patient, improving access and building more resilient healthcare systems through partnerships. Our R&D strategy to transform outcomes focuses on three key pillars: 1. Attacking cancer from multiple angles and unlocking the potential of combination therapies (including tumour drivers and resistance, DNA damage response, antibody drug conjugates (ADCs) and radioconjugates, epigenetics, immuno-oncology, cell therapies and immune engagers). 2. Treating cancer earlier and smarter with early detection and personalised treatments. 3. Pioneering new technologies to help us advance science and achieve the next wave of breakthroughs. 2025 review – strategy in action Lung cancer Scientific advances in early detection and precision medicine are strengthening the potential to offer meaningful patient outcomes and long-term survival in lung cancer. We have a comprehensive portfolio, along with a promising pipeline of potential new medicines and combinations across diverse mechanisms of action. By 2030, we aim to have an AstraZeneca medicine for more than half of all patients treated for lung cancer. • Tagrisso is the world-leading third-generation TKI and backbone therapy for EGFRm NSCLC across multiple stages. Across markets we see continued demand growth for Tagrisso in both the adjuvant and metastatic settings. • Final overall survival (OS) results from the FLAURA2 Phase III trial were presented at the World Conference on Lung Cancer, showing that Tagrisso plus chemotherapy demonstrated a median OS of nearly four years in 1st-line EGFRm NSCLC. • Positive results from the Phase III NeoADAURA trial in patients with resectable, early-stage EGFRm NSCLC shared at the American Society of Clinical Oncology (ASCO) showed Tagrisso with or without chemotherapy demonstrated a statistically significant and clinically meaningful improvement in major pathologic response versus neoadjuvant chemotherapy alone. • Results from the SAVANNAH Phase II trial showed Tagrisso plus Orpathys demonstrated a highly clinically meaningful and durable objective response rate in EGFRm NSCLC with high levels of MET overexpression and/or amplification in those whose disease progressed on treatment with Tagrisso. • Since its first approval, more than 414,000 patients have been treated with Imfinzi, including 300,000 people with lung cancer. It is the global SoC in the curative-intent setting of unresectable, Stage III NSCLC in patients whose disease has not progressed after chemoradiation therapy (CRT) and is the first and only immunotherapy approved for both limited- and extensive-stage SCLC. • Imfinzi was approved in the EU, Japan, China and several other countries for the perioperative treatment of resectable, early-stage (IIa-IIIb) NSCLC with no known EGFRm or ALK rearrangements, based on the AEGEAN Phase III trial. • Additionally, Imfinzi was approved in the EU, Japan and China for patients with limited-stage SCLC whose disease had not progressed following platinum-based concurrent CRT based on the ADRIATIC Phase III trial results. • Datroway was granted its first approval in the US in lung cancer for the treatment of patients with locally advanced or metastatic EGFRm NSCLC who have received prior EGFR-directed therapy and platinum-based chemotherapy based on results from the TROPION-Lung05 Phase II trial and supported by data from the TROPION-Lung01 Phase III trial. • The LATIFY Phase III trial of ceralasertib in combination with Imfinzi did not meet the primary endpoint of OS versus SoC docetaxel in patients with advanced NSCLC whose tumours did not have actionable genomic alterations and whose disease progressed on or after prior immunotherapy and platinum-based chemotherapy. • Updated results from the first-in-human ARTEMIDE-01 Phase I trial presented at the European Society for Medical Oncology (ESMO) meeting showed encouraging safety and efficacy for rilvegostomig, our anti-PD-1/TIGIT bispecific antibody, in patients with immunotherapy-naive metastatic NSCLC. Breast cancer We are aiming to redefine clinical practice and transform outcomes across all subtypes and stages of breast cancer. Our portfolio of approved medicines and promising potential new medicines in development leverage different mechanisms of action to address the biologically diverse breast cancer tumour environment. • Enhertu is the established SoC in HER2-positive (DESTINY-Breast03) and HER2-low (DESTINY-Breast04) metastatic breast cancer. • Following approvals this year in the US, EU, Japan and several other countries based on the DESTINY-Breast06 Phase III trial, Enhertu is rapidly replacing chemotherapy in the post-endocrine setting for patients with HR-positive, HER2-low or HER2- ultralow metastatic breast cancer. • Enhertu also reported positive data from three Phase III trials, highlighting its role in earlier treatment settings, and cementing its benefit across all stages of HER2- positive disease. In the DESTINY-Breast09 Phase III trial, Enhertu plus pertuzumab demonstrated a highly statistically significant and clinically meaningful improvement in progression-free survival (PFS) versus taxane, trastuzumab and pertuzumab (THP) as 1st-line therapy for patients with HER2-positive metastatic breast cancer. Enhertu is now approved in the US based upon DESTINY-Breast09. Positive results from the DESTINY-Breast11 Phase III trial showed Enhertu followed by THP in the neoadjuvant setting showed a statistically significant and clinically meaningful improvement in pathologic complete response in patients with high-risk HER2-positive early-stage breast cancer. The DESTINY-Breast05 Phase III trial in the post-neoadjuvant setting showed Enhertu demonstrated a highly statistically significant and clinically meaningful improvement in invasive disease-free survival versus T-DM1 in patients with high-risk early breast cancer. • Positive results from the TROPION-Breast02 Phase III trial showed Datroway demonstrated a statistically significant and clinically meaningful improvement for the dual primary endpoints of OS and PFS compared to chemotherapy as 1st-line treatment for patients with locally recurrent inoperable or metastatic triple-negative breast cancer for whom immunotherapy was not an option. With these results, Datroway is the first therapy to significantly improve OS versus chemotherapy in this patient population. • Datroway was approved in the US, EU, China and several other countries for the treatment of patients with unresectable or metastatic HR-positive, HER2-negative breast cancer who have received prior endocrine-based therapy and chemotherapy. Approval was based on the results of the TROPION-Breast01 Phase III trial. AstraZeneca Annual Report & Form 20-F Information 2025 14 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review Therapy Area Review | Oncology continued

• Positive results from the SERENA-6 Phase III trial showed that camizestrant in combination with a cyclin-dependent kinase 4/6 inhibitor (palbociclib, ribociclib or abemaciclib) demonstrated a highly statistically significant and clinically meaningful improvement in PFS in the 1st-line treatment of patients with HR-positive, HER2-negative advanced breast cancer whose tumours have an emergent ESR1 mutation. • Truqap was approved in China in combination with Faslodex as the first AKT-inhibitor for patients with HR-positive, HER2-negative locally advanced or metastatic breast cancer with one or more biomarker alterations (PIK3CA, AKT1 or PTEN) following disease progression or recurrence, based on the CAPItello-291 Phase III trial. Genitourinary/gynaecological cancers In genitourinary cancers, we aim to transform treatment paradigms with our portfolio of approved medicines and a diverse pipeline of innovative treatments to help more patients. This includes improving care for people with muscle-invasive and non-muscle-invasive bladder cancer with Imfinzi and solidifying Lynparza plus abiraterone and prednisone as a SoC in 1st-line mCRPC. In gynaecological cancers, we will continue to redefine survival expectations, maximising Lynparza’s position as a SoC in advanced ovarian cancer, and advancing in combination with Imfinzi in endometrial cancer. • Imfinzi was approved in several markets including the US, EU and Japan for the treatment of muscle-invasive bladder cancer (MIBC), based on the NIAGARA Phase III trial results. • Results from the POTOMAC Phase III trial showed that adding one year of treatment with Imfinzi to Bacillus Calmette-Guérin (BCG) induction and maintenance therapy demonstrated a statistically significant and clinically meaningful improvement in disease-free survival for patients with BCG-naïve, high-risk non-muscle-invasive bladder cancer (NMIBC) compared to BCG treatment alone. Regulatory reviews are underway. • Full results from the Phase III trial of Truqap in combination with abiraterone and ADT in PTEN-deficient de novo metastatic hormone-sensitive prostate cancer were presented at the 2025 ESMO meeting. • The CAPItello-280 Phase III trial evaluating Truqap in combination with docetaxel and ADT in patients with mCRPC was discontinued following an Independent Data Monitoring Committee review of data from a prespecified interim analysis, which concluded that the Truqap combination was unlikely to meet the dual primary endpoints of radiographic progression-free survival (rPFS) and OS versus the comparator arm upon trial completion. • Encouraging data from our next wave of potential new oncology medicines was presented at the ESMO meeting, including: – FONTANA Phase I/IIa first-in-human trial of AZD5335, a folate receptor alpha (FRα)-targeting ADC, in patients with platinum-resistant recurrent ovarian cancer. – PETRANHA Phase I/II trial of saruparib plus androgen receptor pathway inhibitors in patients with metastatic prostate cancer. Gastrointestinal cancers We have a broad and robust portfolio and development programme for the treatment of gastrointestinal cancers in many stages and disease types across multiple approved and potential new medicines. • Imfinzi was approved in the US, and has been recommended for approval in the EU, for patients with early-stage gastric and gastroesophageal junction (GEJ) cancers based on the MATTERHORN Phase III trial. Results showed perioperative treatment with Imfinzi in combination with SoC FLOT (fluorouracil, leucovorin, oxaliplatin and docetaxel) chemotherapy demonstrated a statistically significant and clinically meaningful improvement in the primary endpoint of event-free survival in patients with early-stage and locally advanced (Stages II, III, IVA) gastric and GEJ cancers. • Positive results from the DESTINY-Gastric04 Phase III trial demonstrated statistically significant and clinically meaningful improvement in OS as a 2nd-line treatment for patients with HER2-positive metastatic gastric cancer. • Data from our promising bispecifics pipeline was presented at ASCO, including the GEMINI-Hepatobiliary Phase II trial which showed rilvegostomig plus chemotherapy demonstrated promising efficacy with a manageable safety profile and sustained target engagement in advanced biliary tract cancer. Blood cancers In haematology, we are unleashing the potential of Calquence, the current SoC in multiple forms of blood cancer, while pushing the boundaries of science to redefine care through ambitious clinical development, deep clinical insights and a focus on improving the patient experience. • Calquence plus chemoimmunotherapy was approved in several markets including the US, the EU and Japan for the 1st-line treatment of MCL based on the ECHO Phase III trial. • A fixed-duration regimen of Calquence in combination with venetoclax, with or without obinutuzumab, was approved in the EU and several markets based on the AMPLIFY Phase III trial. • In China, Calquence was approved as a monotherapy for the treatment of CLL/SLL based on the ChangE Phase III trial. • Early data from our novel CD19xCD3 bispecific T-cell engager, surovatamig, in follicular lymphoma and diffuse large B-cell lymphoma showed promising clinical efficacy and safety. Early detection is changing lives, but breast cancer remains the number one cause of female cancer deaths worldwide, with more than 665,000 deaths each year. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review | Oncology AstraZeneca Annual Report & Form 20-F Information 2025 15

Our ambition is to transform care for billions of people living with chronic diseases and deliver long-lasting immunity. We are working to intervene earlier to protect vital organs, slow or reverse disease progression, and achieve remission for often degenerative, debilitating and life-threatening conditions, so many more people can live better, healthier lives. Transforming care for billions BioPharmaceuticals Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review AstraZeneca Annual Report & Form 20-F Information 2025 16 Therapy Area Review

Our strategy in CVRM Our ambition is to improve outcomes for the millions of people who are living with cardiovascular, renal and metabolic diseases by enhancing care, intervening early to protect vital organs and reversing, slowing or stopping disease progression. 2025 review – strategy in action Cardiovascular We are advancing science across CV disease by targeting the core risk factors that drive stroke, heart disease and HF. • Hypertension: we are focused on addressing the significant global burden of hypertension, with around half of those affected not achieving recommended blood pressure control. • Dyslipidaemia and ASCVD: we continue to address elevated LDL-C as a central CV risk factor, with ~70% of patients globally not at LDL-C goal despite statin therapy. • HF and amyloidosis: we aim to prevent end-stage HF by enabling earlier diagnosis and treatment of transthyretin-mediated amyloid cardiomyopathy (ATTR-CM). ATTR‑CM is an underdiagnosed disease, with an estimated global prevalence of 300,000-500,000 patients, and an average mortality of 2-5 years. Our CV portfolio continues to deliver important clinical and regulatory milestones. • Baxdrostat, an aldosterone synthase inhibitor, delivered positive Phase III results in treatment-resistant and uncontrolled hypertension, with robust blood pressure reductions in both the BaxHTN and Bax24 trials. Findings were presented at the European Society of Cardiology and American Heart Association Scientific Sessions. Baxdrostat, alone and in combination, is being studied in seven trials and four indications, reflecting our confidence in its potential in hypertension, primary aldosteronism, CKD and hypertension, and prevention of HF. • In March 2025, together with Ionis, we received EU approval for Wainzua for the treatment of hereditary transthyretin-mediated amyloidosis (ATTRv) in adult patients with stage one or two polyneuropathy. This follows the US FDA approval in 2023 and Fast Track designation in ATTR-CM in 2024. • Balcinrenone, a novel non-steroidal mineralocorticoid receptor antagonist (MRA), is being evaluated in combination with dapagliflozin to address the unmet medical need in patients with chronic HF and impaired kidney function. The Phase III BalanceD-HF trial is underway and aims to deliver the cardiorenal benefits of MRAs while potentially reducing the risk of HK. • In dyslipidaemia, laroprovstat (formerly AZD0780) achieved positive Phase IIb results in the PURSUIT trial, demonstrating robust LDL-C lowering with no food or fasting requirements and supporting its potential as an oral adjunct to existing lipid-lowering therapies. Findings were presented at the American College of Cardiology Scientific Session & Expo, with simultaneous publication in the Journal of the American College of Cardiology. Laroprovstat is being investigated in a Phase III clinical programme focused on LDL-C lowering in high-risk patient populations (AZURE-LDL, AZURE-HeFH, and AZURE-Outcomes). • AZD5462, currently in Phase IIb, is the first and only small molecule in clinical trials mimicking the biology of the natural pregnancy hormone relaxin to improve cardiac function in patients with chronic HF. Renal We are driving renal disease innovation by addressing early dysfunction, high-risk markers and overlapping factors that accelerate progression. • CKD: we focus on preventing or slowing kidney failure across the disease spectrum, which affects millions globally (30 million HF, >50 million high proteinuria, 600 million hypertension). Our renal portfolio continues to deliver important clinical and regulatory milestones. • Zibotentan/dapagliflozin is being evaluated in patients with CKD and proteinuria in the ongoing Phase III ZENITH-CKD clinical trial. • Baxdrostat delivered positive Phase II results in the FigHTN trial for patients with CKD and hypertension. Findings were presented at the American Heart Association Hypertension Scientific Session, with simultaneous publication in the Journal of the American Society of Nephrology. Baxdrostat is being studied in combination with dapagliflozin in patients with CKD (BaxDuo-Arctic, BaxDuo-Pacific). • Balcinrenone/dapagliflozin delivered positive Phase IIb results in the MIRO-CKD trial for patients with CKD at a high risk of disease progression. Findings were shared in a late-breaking presentation at the American Society of Nephrology’s Kidney Week and simultaneously published in The Lancet. • AZD2373, developed in collaboration with Ionis, has the potential to be the first precision medicine in our renal pipeline for treatment of APOL1-mediated kidney disease. Phase I data has demonstrated safety, tolerability and proof of mechanism in healthy participants. Metabolism We are expanding our work across metabolic disease by targeting the drivers of adiposity, insulin resistance and inflammation that heighten cardiometabolic risk. • Obesity, weight management and diabetes: we aim to reduce or reverse weight-related comorbidities and advance organ protection for the 2.5 billion people living with obesity or overweight, most of whom have at least one co-morbidity. Our metabolism portfolio continues to deliver important clinical and regulatory milestones. • We have advanced the Phase IIb trials in obesity (AZD5004 VISTA, AZD6234 APRICUS, AZD9550+AZD6234 ASCEND) as well as in T2D (AZD5004 SOLSTICE, AZD6234 ARAY). • We are progressing an innovative pipeline in metabolic dysfunction-associated steatohepatitis and advanced liver disease to target the main disease drivers. This includes AZD2389 (small molecule FAP inhibitor) targeting advanced liver fibrosis currently in Phase II studies. • We acquired SixPeaks Bio, strengthening our existing obesity and weight management pipeline with the lead asset, a next-generation monoclonal antibody (mAb) that targets Activin Receptor Type 2A/B, with the potential to combine and conjugate with peptides targeting complementary mechanisms. Cardiovascular, Renal & Metabolism Nearly 64 million people worldwide live with heart failure. Advancing early detection, diagnosis and effective management can improve patient outcomes. AstraZeneca Annual Report & Form 20-F Information 2025 19 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review | BioPharmaceuticals AstraZeneca Annual Report & Form 20-F Information 2025

Other Respiratory We are moving beyond asthma and COPD to address other respiratory diseases with significant unmet medical need, including severe viral lower respiratory tract disease (svLRTD), non-cystic fibrosis bronchiectasis, interstitial lung disease and idiopathic pulmonary fibrosis. • The TILIA Phase III trial of tozorakimab in svLRTD is ongoing. • We also announced Tezspire was approved for the treatment of chronic rhinosinusitis with nasal polyps in the US and EU. • In our early portfolio, we continue exploring new mechanisms to address unmet medical needs in interstitial lung disease and idiopathic pulmonary fibrosis. Immunology We aim to become a leader in immunology, redefining treatment paradigms in areas of high unmet medical need, moving to clinical remission and eventually cure. • Saphnelo continues its rapid growth in SLE. In 2025, we announced the positive high-level results from the Phase III TULIP-SC clinical trial studying subcutaneous administration of Saphnelo in SLE, which demonstrated clinically meaningful and statistically significant reduction in disease activity. Saphnelo subcutaneous administration was subsequently approved in the EU for adult patients with SLE who are receiving standard therapy and it is under regulatory review in several other countries around the world, including the US and Japan. • In 2025, the US FDA issued a Complete Response Letter (CRL) regarding the Biologics License Application (BLA) for Saphnelo for subcutaneous administration in SLE. We have provided the information requested by the FDA and anticipate a decision in the first half of 2026. • Saphnelo’s Phase III AZALEA study for SLE patients in China also reported positive results in 2025. Additionally, updated treatment guidelines from the American College of Rheumatology in 2025 recognised remission and oral corticosteroid sparing as key treatment goals in SLE. • Ongoing Phase III trials exploring the potential of Saphnelo in relevant rheumatologic diseases include IRIS (lupus nephritis), LAVENDER (cutaneous lupus erythematosus), JASMINE (myositis) and DAISY (systemic sclerosis). Our early pipeline in lupus and related diseases includes novel and next-generation therapies with the potential for transformational efficacy: • Two T-cell engager complex biologics progressed into Phase I: AZD5492 (CD20/ CD8) in SLE as well as other autoimmune indications, and surovatamig (CD19/CD3) in SLE as well as rheumatoid arthritis (RA). We’re expanding our presence in rheumatology in other areas of high unmet medical need: • Fasenra is now approved for the treatment of EGPA, a disease characterised by inflammation of the blood vessels that causes organ damage, including the lungs and gastrointestinal tract, in more than 70 countries including the US, EU and Japan, based on positive results from the MANDARA Phase III trial. • AZD1163, a PAD2/4 inhibitor moved into Phase IIb in RA in patients who are partial and inadequate responders to other medicines (TNFs). Positive Phase I results were presented at the American College of Rheumatology annual meeting in 2025, supporting that PAD2/4 enzymes drive the autoimmune response leading to inflammation and tissue damage in RA. In gastroenterology, compounds in clinical development include: • Tezspire is being investigated in eosinophilic esophagitis, a chronic inflammatory disease of the gastrointestinal tract, with the Phase III high-level results anticipated in 2026 (CROSSING trial). • A Phase II trial is ongoing exploring AZD7798, a mAb that targets CCR9 positive cells for depletion in small bowel Crohn’s disease. Vaccines & Immune Therapies Our strategy in V&I Through next-generation vaccines and long-acting antibodies, we aim to prevent viral respiratory diseases as a key cause of morbidity, hospitalisation and death and deliver new solutions in the fight against serious bacterial and chronic viral infections. We are advancing platforms such as virus-like particle vaccine technology, bioconjugate vaccines, half-life extended antibodies and new antibody formats such as bispecifics to accelerate development and deliver tailored immune protection against previously hard-to-target or rapidly evolving pathogens. 2025 review – strategy in action • In August 2025, we launched FluMist Home Administration in the US, the first seasonal flu vaccine approved for self- or caregiver administration at home. FluMist received approvals in 10 additional countries in 2025, including in the Southern Hemisphere enabling first launches in the region in 2026. • mAbs targeting Clostridium difficile, Pseudomonas aeruginosa, and Staphylococcus aureus bacterial pathogens advanced into Phase II trials and a pandemic influenza mRNA vaccine candidate entered Phase I/II development.   For more information on Site F-gas management, including pMDI inhalers, Scope 1 and 2 decarbonisation levers, Scope 3 decarbonisation levers and Transition risk and opportunities, see Climate change from page 42 of the Business Review. AstraZeneca Annual Report & Form 20-F Information 2025 21 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review | BioPharmaceuticals

Pioneering new possibilities Rare Disease We continue to advance a diversified pipeline across disease areas with significant unmet medical need, where scientific progress has been absent or limited, advancing first- and/or best-in-class medicines and new modalities, while expanding our global geographic footprint for the rare disease community. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review AstraZeneca Annual Report & Form 20-F Information 2025 22 Therapy Area Review

Total Revenue $9,126m up 4% (4% at CER) 2024: $8,768m 2023: $7,764m 400 million people around the world are living with a rare disease. Unmet medical need and world market <10% of rare diseases have approved treatment options. 2025 overview • Delivering robust and sustainable growth since acquisition of Alexion. • Performance driven by durable growth across indications as well as market expansion. • Advancing next wave of innovative therapies with a focus on first- and/or best-in-class medicines and new modalities with curative potential. • A continued focus on launching in new countries globally and addressing underserved rare populations. • Working with health systems, governments and advocates to improve health equity for people living with rare diseases. Key marketed products Product Disease Total Revenue Commentary Ultomiris1 (ravulizumab) Paroxysmal nocturnal haemoglobinuria (PNH) Atypical haemolytic uremic syndrome (aHUS) Generalised myasthenia gravis (gMG) Neuromyelitis optica spectrum disorder (NMOSD) $4,718m, up 20% (19% at CER) Approved in 73 countries for the treatment of certain adult and paediatric patients with PNH and patients with aHUS, including the US, EU, Japan and China. Approved in 73 countries for the treatment of adult patients with gMG who are anti-acetylcholine receptor (AChR) antibody-positive (Ab+), including the US, EU, Japan and China. Approved in 73 countries for the treatment of adult patients with NMOSD who are anti-aquaporin-4 (AQP4) antibody-positive (Ab+), including the US, EU, Japan and China. Soliris (eculizumab) PNH aHUS gMG NMOSD $1,837m, down 29% (28% at CER) Approved in 60 countries for the treatment of patients with PNH and patients with aHUS, including the US, EU, Japan and China. Approved in 51 countries for the treatment of patients with gMG who are AChR-Ab+ including the US, EU, Japan and China. Approved in 53 countries for the treatment of adult patients with NMOSD who are AQP4-Ab+, including the US, EU, Japan and China. Strensiq (asfotase alfa) Hypophosphatasia (HPP) $1,678m, up 19% (18% at CER) Approved in 64 countries for the treatment of certain patients with HPP, including the US, EU and Japan. Koselugo (selumetinib) Neurofibromatosis type 1 (NF1) Plexiform neurofibromas (PN) $662m, up 5% (3% at CER) Approved in 76 countries for the treatment of certain paediatric patients with NF1 PN, including the US, EU, Japan and China, and in 41 countries for the treatment of certain adult patients with NF1 PN, including the US, EU and Japan. 1 Ultomiris Total Revenue includes revenue of Voydeya which commenced in 2024.   Full details are given in the Development Pipeline and Patent Expiries of Key Marketed Products Supplements on our website, www.astrazeneca. com/annualreport2025. AstraZeneca Annual Report & Form 20-F Information 2025 23 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review | Rare Disease

Efzimfotase alfa is an investigational enzyme replacement therapy designed to replace the deficient ALP enzyme activity as a self-administered, subcutaneous treatment optimised for dosing every two weeks to help address the current treatment burden and reach more patients living with HPP. Results from three Phase III studies HICKORY, CHESTNUT and MULBERRY, are expected in the first half of 2026. Together these trials cover patients across paediatric, adolescent and adult HPP populations. Hypoparathyroidism (HypoPT) HypoPT is a rare endocrine disease caused by a deficiency of parathyroid hormone (PTH) and characterised by impaired regulation of calcium and phosphate levels in the blood. Eneboparatide, an investigational PTH receptor 1 agonist, met the primary endpoint of normalising serum calcium in adults with HypoPT at 24 weeks in the CALYPSO Phase III trial. Analysis of the 52-week results from the CALYPSO trial, to further characterise eneboparatide, are ongoing. We will continue monitoring these patients in the open-label extension. Rare tumours Neurofibromatosis type 1 plexiform neurofibromas NF1 is a rare, progressive and genetic condition usually diagnosed in early childhood, but often progressing into adulthood, that can impact every organ system. Up to 50% of people living with NF1 may develop non-malignant tumours called PN that may affect the brain, spinal cord and nerves. PN may appear later in a person’s life and can grow and become large, leading to pain, disfigurement and muscle weakness, among other debilitating symptoms. Koselugo (selumetinib) is a kinase inhibitor that blocks specific enzymes that are overactive in people with NF1, causing tumour cells to grow. By blocking these enzymes, Koselugo slows down the growth of tumour cells and, therefore, the PN growth. In 2025, we expanded the reach of Koselugo beyond certain paediatric patients with NF1 PN with its approval in Japan, the EU, the US and other countries for the treatment of adult patients with NF1 who have symptomatic, inoperable PN based on data from the KOMET Phase III trial, the largest and only placebo-controlled global Phase III trial in this patient population. In addition, a granular formulation of Koselugo was approved in Japan, the EU, the US and other countries, providing an option for young patients who may have difficulty swallowing a capsule. Additional regulatory reviews are ongoing. Rare cancers Rare cancers account for approximately a quarter of cancer deaths and have a lower five-year survival rate than most common cancers, representing a significant unmet medical need. We are partnering with colleagues across AstraZeneca to follow the science and identify opportunities where we intend to leverage our expertise and infrastructure to deliver transformative outcomes for patients. Next wave innovation We are partnering across therapy areas to advance an industry-leading suite of genomic medicines, cell therapies, small molecules, and next-generation biologics, with the objective to match innovative modalities to meet specific needs of patients with rare disease. We initiated a Phase I/II clinical trial to evaluate ALXN2350, a potentially first-in-class gene therapy, in adults with BAG3- associated DCM (Bcl-2-associated athanogene 3- dilated cardiomyopathy), a rare cardiomyopathy. In addition, the Phase Ib/II study of AZD0120, a CAR-T cell therapy targeting CD19 and BCMA, was initiated in patients with relapsed or refractory AL amyloidosis, expanding the reach of this asset into rare disease. We continue to build a diversified pipeline by targeting new pathways and leveraging an array of innovative modalities. We are pioneering the next wave of innovation in complement inhibition in early-stage clinical trials, including ALXN1920, a kidney-targeted factor H fusion protein in primary membranous nephropathy, and ALXN2030, a siRNA targeting the complement C3 protein, in antibody mediated rejection, both in Phase II clinical trials. In addition, we initiated Phase II clinical trials evaluating tarperprumig, a complement factor P (properdin) inhibitor, in anti-neutrophil cytoplasmic antibody-associated vasculitis and ALXN2420, a growth hormone receptor antagonist in acromegaly, respectively. In addition, we are collaborating to advance AI medical devices for early, accurate detection of rare diseases, including early detection of HPP in adults through an AI clinical decision support system, and FDA-cleared for cardiac amyloidosis detection during routine echocardiography assessment. A commitment to health equity in rare disease Being born with a rare disease is inherently inequitable. Further, the economic impact of rare diseases includes not only costs incurred by patients and healthcare systems but also the reduced earnings, productivity, or career opportunities of people living with a rare disease and their caregivers. We are committed to action to overcome societal and policy barriers and to advance health equity for people living with rare diseases. Together with health systems, governments and advocates, we are shaping the policy and care landscape the rare disease community needs. It can take more than five years for a rare disease patient to get the right diagnosis. Advances in newborn genomic sequencing and AI diagnostics are accelerating rare disease diagnosis and improving health equity. AstraZeneca Annual Report & Form 20-F Information 2025 25 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Therapy Area Review | Rare Disease

Delivering our strategic priorities sustainably, supporting scientific innovation and promoting commercial excellence. Our business is organised to deliver our Growth Through Innovation strategy. The success of our functions is built on recruiting, retaining and developing talented people. We are focused on science and innovation, from discovery through to development and life-cycle management, and on transforming care and outcomes for patients. We have three therapy area-focused R&D organisations – Oncology, BioPharmaceuticals, and Rare Disease. We are focused on launching medicines that deliver sustainable growth and realising the potential of our pipeline. Our Commercial regions align product strategy and commercial delivery while our Operations function manufactures and delivers our medicines. We are committed to our people, ensuring that AstraZeneca remains a great place to work. We promote health equity and resilient healthcare, and play an active role in addressing the climate crisis. We operate in a responsible and sustainable way to build a healthy future for people, society and the planet. Key topics covered Summary and performance indicators Research & Development Sustainable innovation Development pipeline overview Patient safety and product quality Key topics covered Summary and performance indicators Our regions Operations Business conduct Digital technologies Cybersecurity and data privacy Business development Key topics covered Summary and performance indicators People Sustainability Accessible and affordable healthcare Climate change Nature Our key topics covered include material sustainability topics, which have been identified through our double materiality assessment, see page 40 for more information. Science and Innovation People and Sustainability Growth and Therapy Area Leadership AstraZeneca Annual Report & Form 20-F Information 2025 26 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review Business Review

trade and tariff uncertainty, driving cost pressure and friction at borders. Simultaneously, conflicts and instability in key regions forced rapid route reconfiguration and heightened the need for robust business continuity planning. Against this backdrop, we have continued to meet our responsibilities to patients by executing with excellence. We sustained high customer service, protected supply, ensured quality, launched new products on time, and built capacity and resilience to secure sustainable growth. Supply chain finance Our supply chain finance programme supports the cash flow of our external supply base. The programme is managed by Taulia LLC (with funding provided by some of the Group’s relationship banks) and provides suppliers with visibility of invoices and payment dates via a dedicated platform. Suppliers can access this platform free of charge and have flexibility to select individual invoices for early payment. For further details, see Note 20 to the Financial Statements, on page 159. Global manufacturing capability Our principal tablet and capsule formulation and packing sites are in the UK, Sweden, China, Puerto Rico and the US, with local supply sites in Egypt, Japan and Russia, and regional supply sites in Brazil, Indonesia and Mexico. We also have major formulation sites for the global supply of parenteral and/or inhalation products in the US, Sweden, France, Australia and the UK. Most of the manufacture of APIs is delivered through the efficient use of external sourcing that is In 2025, we made strong progress against our Operations strategic goals, expanding capacity and new modality capability, while leveraging new technology and AI innovations to sustainably support the demands of the business. • We delivered 217 successful on-time market launches across markets. • We progressed our investments in manufacturing footprint, technology and AI innovations. • Our Operations function achieved an 89% reduction in its Scope 1 and 2 GHG emissions, a 24% reduction in water use, and a 23% reduction in waste against a 2015 baseline. Managing our supply chain In a year marked by elevated geopolitical and macroeconomic turbulence and capacity shortages, the external environment tested supply chains globally. Drug shortages reached record levels, weather-related disruptions intensified, quality challenges persisted industry-wide, and geopolitical events now encompass complemented by expanding use of internal capabilities. For biologics, our principal commercial manufacturing facilities are in the US, Ireland, Sweden, the UK and the Netherlands. Our network contains capabilities in process development, drug substance and drug product manufacturing, and distribution. In July 2025, we announced our intention to invest in a $4.5 billion new manufacturing facility in Charlottesville, Virginia, US. The new facility will produce drug substances for AstraZeneca’s weight management and metabolic portfolio, as well as our leading ADC cancer portfolio. The facility will be at the forefront of technological innovation, leveraging AI, automation and data analytics to optimise production. In November 2025, we announced a further $2 billion expansion of our manufacturing footprint in Maryland, US. Our investment in our existing Frederick Biologics facility will double capacity. Additionally, we will build a new facility in Gaithersburg, US, to produce medicines for clinical supply. In May 2025, manufacturing ceased at our tablet facility in Bangalore, India. The intent to exit was announced in November 2023. At the end of 2025, we employed 16,900 people at 31 Operations sites1 in 15 countries. Operations Our manufacturing and supply function continued to support business growth and pipeline development, maintaining excellence in product launch, quality and resilient supply, with focus on progressive, sustainable processes. of Section 232 tariffs on medicines imported to the US, enabling the Group to onshore medicines manufacturing so that substantially all of its medicines sold in the US are made in the US. For more information, see Global manufacturing capability below. The Inflation Reduction Act (IRA) of 2022 was passed to address Medicare spending concerns. Farxiga was selected for the first round of Medicare price negotiations under the IRA. As the Maximum Fair Price for Medicare has now taken effect in 2026, coinciding in the same year as the expected US loss of market exclusivity that will also reduce Farxiga’s price, the overall impact is expected to be manageable. Calquence was selected for the second round of price negotiations in 2025. Its Maximum Fair Price for Medicare will take effect in 2027. Our diversified product portfolio, providing a broad spectrum of treatments across therapy areas, well position us to mitigate business impact. Emerging Markets Total Revenue in Emerging Markets, predominantly comprising countries in Latin America, the Middle East, Africa and Asia, was $15,303 million, up 12% (14% at CER). In 2025, Total Revenue for China increased by 4% (4% at CER) to $6,654 million (2024: $6,413 million). Ex-China Emerging Markets Total Revenue grew by 19% (22% at CER), with continued increases across all therapy areas. Following the Russian invasion of Ukraine in February 2022, we continue to provide practical support to ensure the safety, health and wellbeing of our employees. As a healthcare business, we are doing everything possible to ensure medical supply chains continue to operate and that patients in both countries are able to access our medicines, while complying with sanctions imposed on Russia. Europe Total Revenue was $12,739 million, up 5% (1% at CER), with continued growth in Oncology and BioPharmaceuticals. Established RoW Established RoW comprises Japan, Canada, Australia and New Zealand. In 2025, Total Revenue increased by 5% (6% at CER) to $5,247 million, with sales in Japan up 6% (5% at CER) to $3,768 million. Growth was driven by strong performance from Oncology and Respiratory & Immunology medicines. 1 Excluding clinical supply sites. AstraZeneca Annual Report & Form 20-F Information 2025 33 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review | Growth and Therapy Area Leadership

 Growth and Therapy Area Leadership Our Code of Ethics (the Code) and its supporting Standards are the foundation of our global compliance programme. They embody our Values, including expected behaviours, principles and policies. Following the Code and supporting requirements, we deliver lasting benefits to patients and other stakeholders. AZ Ethics The Code asks employees to report possible violations and provides information on how to do so. This includes via the AZ Ethics helpline and website, which are also available to third parties, as well as our Company intranet site and social media platform. This is also included in the annual Code of Ethics training. We continue to foster a culture where employees can speak their minds, with strong first-line oversight (and related reporting) as well as targeted second-line monitoring to identify concerns early and use learnings to improve our programme. Our Pulse survey enables management and the Board to understand the views and sentiments of our employees, including the proportion of employees who feel comfortable speaking up at work. The resulting report also demonstrates how our Values and behaviours are embedded across the workforce, including a summary metric dashboard organised by category, with remedial action taken on any concerns identified and discussed as necessary. We also see regular usage of reporting channels across markets, evidencing that individuals are aware of how to report concerns. Reporting can be done anonymously, where permitted by local law, through our helpline or via line managers or relevant functions such as Compliance or HR, who will carry out an investigation. Issues raised via AZ Ethics are triaged and assigned accordingly for action, with cases tracked and monitored for completion. Anyone who raises a potential breach in good faith is fully supported by management in confidence (subject to disclosure obligations in local markets) and we do not tolerate retaliation. Any whistleblower can report violations inside and outside the organisation (to the designated authority or the media), with the same level of protection, regardless of the means of reporting. The most serious incident reports from whistleblowers – those implicating senior leaders or involving other allegations of serious misconduct (including alleged bribery or corruption) – are promptly, independently and objectively investigated by our Global Compliance Investigations (GCI) team, an above-market investigatory unit within the Global Compliance function. Investigators are part of Compliance or HR and are not associated with the reporters or the implicated parties. In the event that someone within the Compliance or HR function is the subject of an investigation, the matter is managed by someone not involved with the implicated party and in certain cases, a third party may be retained to conduct the investigation. AZ Ethics is compliant with Directive (EU) 2019/1937 of the European Parliament and of the Council. There were 4,441 instances (instances can involve multiple people) of employee and third-party non-compliance with our Code of Ethics. A total of 434 employees and third parties were removed from their role as a result of a breach and 1,810 received warnings. Breaches primarily consist of low-impact incidents. Anti-bribery and anti-corruption Adhering to high standards of business conduct and anti-bribery and anti-corruption (ABAC) principles is critical for us to meet global regulatory requirements, preserve ethical integrity, and safeguard stakeholder trust. We do not tolerate bribery or any other form of corruption. Preventing bribery and corruption is a focus of our third-party risk management and due diligence processes, as well as our monitoring and audit programmes. Our Anti-Bribery and Anti-Corruption Global Standard, which was updated in 2025, outlines our key ABAC principles and is complemented by additional Global Standards and local requirements. Through our Global Compliance programme and associated policies and other controls, we strive to comply with all applicable ABAC legislation, including the UK Bribery Act 2010, which is aligned with the United Nations Convention against Corruption. Our annual Code of Ethics training includes content around ABAC. The 2025 Code of Ethics training module also included content relating specifically to fraud in alignment with the new Failure to Prevent Fraud Offence in the UK Economic Crime and Corporate Transparency Act. Additionally, there were enhancements made to the Code to emphasise the need to remain vigilant around potential fraud. In 2025, 100% of active employees, including the SET and at-risk functions, completed mandatory annual training on the Code. Where risks of bribery and corruption are higher e.g. Commercial teams, the Group provides additional training and resources, see below. Responsible sales and marketing Responsible sales and marketing practices are essential for us to maintain compliance with stringent regulatory frameworks, protect patient safety, and foster trust with healthcare professionals and the public. By adhering to ethical standards and all relevant laws, we ensure that our products are promoted transparently and in line with global healthcare expectations. We emphasise transparency, integrity and accountability in our operations, ensuring that our marketing strategies accurately reflect the efficacy and safety of our products. At AstraZeneca, responsible sales and marketing practices are embedded in our Code of Ethics, Global Standards on ABAC and Promoting our Products, and our patient-centric Values. Our compliance professionals advise on, and monitor adherence to, our Code and policies, and work with local staff to ensure we meet our high ethical standards. Nominated signatories review product promotional materials and activities to ensure compliance with applicable regulations and codes of practice, and that information is accurate and balanced. Group Internal Audit (GIA) conducts risk-based audits of marketing companies and other business units. Business conduct We seek to create positive societal impact beyond the direct benefit of our life-changing medicines. We embed ethical behaviour in all our business activities, markets and across our value chain. We promote ethical, transparent and inclusive policies, both internally and with our partners and suppliers. For information on reporting to the Board, see page 73. For information on material government investigations or proceedings, including material investigations related to anti-bribery and anti-corruption, see Note 30 to the Financial Statements on pages 185 to 188. For information on our Code of Ethics, Global Standards on ABAC and Promoting our Products, see page 219. AstraZeneca Annual Report & Form 20-F Information 2025 34 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review Business Review continued

Our Code of Ethics training continues to have a pathway tailored for our customer-facing Sales and Marketing employees with scenarios relevant to the highest risks in their roles. In 2025, we identified 10 confirmed external breaches across our Commercial business. Confirmed external breaches comprise cases where AstraZeneca has been found to violate a law, industry code, or regulation by an external authority. Animals in research The responsible use of animals is a vital part of biomedical research and product safety testing, where suitable alternatives are not available. At the centre of our commitment to quality science and animal welfare are the Replacement, Reduction and Refinement of animals in research (the 3Rs). All animal studies are undertaken in compliance with all relevant local and national laws and regulations, and with the principles of the ‘Guide for the Care and Use of Laboratory Animals’ (Institute for Laboratory Animal Research). Wherever possible, we work with third parties accredited by the Association for the Assessment and Accreditation of Laboratory Animal Care International. Animals were needed for in-house studies 138,356 times in 2025 (2024: 141,947), and on our behalf in contract research studies 63,869 times (2024: 63,810). In total, over 97% were rodents or fish, with the majority being mice (85%). The remainder is made up of rabbits, camelids, ferrets, dogs, pigs, non-human primates, chickens and sheep. Dogs and non-human primates make up less than 1% of the total. We do not conduct research using wild-caught non-human primates or great ape species, and we have an animal welfare assurance programme that ensures research conducted by third parties meets our high standards. We are committed to transparency and are signatories to the Concordat on Openness on Animal Research (UK), the Openness Agreement on Animal Research and Teaching (Australia/New Zealand) and the United States Animal Research Openness Agreement. For information on material commercial litigation and government investigations or proceedings, including material matters related to responsible sales and marketing, see Note 30 to the Financial Statements on pages 185 to 188. We promote ethical, transparent and inclusive policies, both internally and with our partners and suppliers. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review | Growth and Therapy Area Leadership AstraZeneca Annual Report & Form 20-F Information 2025 35

 Growth and Therapy Area Leadership Digital technologies AI is a force multiplier for our strategy – accelerating innovation, improving outcomes, and driving productivity and efficiency – so we can do more of what matters, faster and with greater impact. In December, we created a dedicated Enterprise AI unit to bring together AI expertise and accelerate the delivery of Ambition 2030. Partnering with the business, this team will advance a unified enterprise AI transformation, prioritise and scale high value initiatives, manage change effectively, and unlock synergies that amplify impact. In R&D, we are developing an ecosystem of foundation models and AI agentic frameworks to accelerate our drug discovery end-to-end. This ecosystem will transform our clinical development, leveraging our key differentiator – our data. Examples include: • REINVENT, our small molecule discovery platform now enables significant time savings by predicting molecular properties and optimising potential molecules before synthesis and further development. Over 90% of our small molecule discovery pipeline is AI-enabled, with similar approaches actively applied to other areas, including biologics. • MILTON, integrates de-identified health records with genetic and protein data to develop models that can predict the risk of more than 1,000 diseases, sometimes 10 to 15 years before they’re clinically diagnosed. • Computational pathology solutions achieved FDA Breakthrough Device Designation as part of an AI-driven companion diagnostic, and released multi-cancer, cross-target QCS models, and identified promising biomarkers in gastric cancer. We are rapidly integrating AI into clinical workflows from study design to site and patient selection – enhancing scientific decision-making and enabling broader, diverse patient groups to participate without compromising research quality. In Commercial, partnering with leading technology companies is enabling us to tackle healthcare challenges. In over 20 markets, more than six million AI-enabled chest x-rays support early screening for high-risk lung nodules, improving referral and diagnostic pathways for possible lung cancer. In precision diagnostics, we published an AI-driven computational pathology validation study that used advanced image analysis and machine learning to evaluate HER2 in breast cancer tissue. We are also deploying AI to increase efficiency, optimise content creation and enhance the relevance of physicians’ interactions. In Operations, we are scaling AI to build an intelligent, autonomous, sustainable supply network that reduces lead times, drives productivity, and cuts waste. Our synthetic drug development timelines are shortened thanks to our agentic AI platform which integrates scientific knowledge and simulation models. Our award-winning Digital Changeover solution is deployed across 17 sites and over 95% of eligible packing lines. To ensure uninterrupted supply, we are engineering a resilient, self-healing supply chain using predictive sensing and autonomous planning. Underpinning our Enterprise AI transformation is our risk-based AI Governance Framework based on global laws, regulations and standards for best practice, and ensuring responsible use. It includes policies, processes, and guardrails for building, buying, and using AI, to manage risks while maximising the value of AI. We continue to upskill our teams to advance a digital first mindset and optimise transformation at scale. Zero material cybersecurity incidents Zero material security breaches involving personal data Cybersecurity and data privacy Innovative technology platforms are transforming the way we work, and we have measures in place to address the related cybersecurity and data privacy risks, to the extent possible. Significant disruption to our IT systems, including breaches of data security or cybersecurity or failure to comply with applicable laws or regulations, could harm our reputation and materially affect our financial condition or ability to manufacture and distribute medicines to patients. These disruptions could potentially also negatively affect our patients, employees and other stakeholders. Cybersecurity Recognising the important role our employees play in managing our cybersecurity risk, we provide cybersecurity training, conduct recurring phishing simulations and have a Cybersecurity Culture and Awareness programme including regular messaging via internal communications. The annual cybersecurity training is mandatory for all active employees and is designed to reduce risk and improve resilience. In 2025, new content included emerging AI scenarios and reinforced our new AI standards. AstraZeneca launched a Disaster Recovery Programme in 2025, focused on strengthening the Company’s recovery capabilities and response frameworks to support the resilience of critical business applications. Continued evolution is required to keep pace with changing business demands and an increasingly dynamic technology landscape – ensuring recovery strategies, tooling, and response practices remain current, scalable, and consistently effective. Data privacy The Enterprise Data Office (EDO) has established data governance practices that are managed through a control framework sponsored by our Enterprise Data Council (EDC). The EDO strengthens and standardises data governance, by partnering with other data functions across the Company and acting as a central hub for data management and related regulatory compliance. This approach also ensures that our data policies and standards are streamlined, clear and effective. In 2025, we released a new standard operating procedure for the management of personal data incidents and a revised standard for data retention management. These updates aim to reduce the likelihood of personal data incidents. Key privacy compliance concerns are reported via the SET data governance boards, EDO, EDC and appointed senior leaders. Breaches and policy deviations can also be reported to AZ Ethics via the helpline or website. For information on how cybersecurity and data privacy are governed by our Code of Ethics as well as the IT Security Policy Framework and Data Privacy Standard respectively, see page 219. 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We proactively pursue opportunities to harness leading science and innovation while securing access to cutting-edge technologies and products. This strengthens the quality, effectiveness and productivity of our R&D across therapy areas and expands our innovative pipeline. Partnerships with academic institutions, governments, peers and biotechnology companies are critical to keep us at the forefront of innovations applicable across our portfolio and, ultimately, inform patient treatment. They give us access to key innovations in AI, precision medicine, genomics, and digital technologies, informing the development of optimal treatments for patients. Our global presence, balanced across regions and disease areas, is supported by more than 1,000 collaborations worldwide and we have completed several strategically important business development transactions in 2025, some of which are summarised on this page. EsoBiotec AstraZeneca completed the acquisition of EsoBiotec and their Engineered NanoBody Lentiviral (ENaBL) platform which delivers genetic instructions to specific immune cells, such as T-cells, to enable the recognition and destruction of tumour cells for cancer treatment, and to eliminate autoreactive cells for potential application in immune-mediated diseases. AstraZeneca acquired all outstanding equity of EsoBiotec for a total consideration of up to $1 billion, on a cash- and debt-free basis, comprising of an initial payment of $425 million at closing, and up to $575 million in contingent consideration linked to development and regulatory milestones. Strategic partnerships in China A strategic collaboration has been established with the Beijing Municipal Government and the Beijing Economic-Technological Development Area Administrative Office including Harbour BioMed and Syneron Bio. We will invest $2.5 billion to establish manufacturing capabilities and create our sixth global strategic R&D centre in Beijing, supported by major research and manufacturing agreements that advance life sciences in China, and follows our acquisition of FibroGen China. The new centre is located in the Beijing International Pharmaceutical Innovation Park, proximate to leading biotechs, research hospitals and the Business development Business development is an essential part of our strategy and portfolio prioritisation process, creating additional value and helping accelerate the delivery of new medicines that address unmet medical need. National Medical Products Administration with a focus on advancing early-stage research and clinical development. The centre will be enabled by a new state-of-the-art AI and data science laboratory. CSPC In January 2026, we announced a proposed strategic collaboration agreement in China with CSPC Pharmaceuticals to advance the development of multiple next-generation therapies for obesity and type 2 diabetes across eight programmes. Alteogen AstraZeneca entered into a licence agreement with Alteogen Inc. for ALT-B4 a novel hyaluronidase utilising Hybrozyme™ platform technology to enable selected subcutaneous oncology formulations, offering significant time-saving benefits for patients and healthcare systems. Financial arrangements include milestone payments and royalties. SixPeaks Bio Following the Series A financing and collaboration agreement from 2024, AstraZeneca has acquired the remaining shares in SixPeaks Bio by using the buyout option. The company has developed an activin IIA/B receptor antibody for robust preservation of skeletal muscle mass, a next-generation obesity product. We are maximising the use of AI and new technologies to transform patient care. We have the potential to empower patients to play an active role in their own treatment. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review | Growth and Therapy Area Leadership AstraZeneca Annual Report & Form 20-F Information 2025 37 Corporate Governance Financial Statements Sustainability Statement Additional Information

 People and Sustainability Summary and performance indicators Recognising the strong connection between business growth and resilience, and the need to address the major health challenges of our time, we are focused on how we deliver sustainable impact and how we do business, underpinned by science. We are guided by our Values and invest in our people to create long-term value, resilience and trust by operating responsibly, ethically and with robust governance. Our performance in 2025 People • Received 1.2 million applications and hired 19,000 employees (7,000 internal and 12,000 external). • Over 5,800 employees participated in a development programme. • 51.5% of our senior middle management roles and above are filled by women. Sustainability • Updated our health equity strategy, embedding health equity across science, healthcare delivery and community investment. • Continued to decarbonise our value chain, including our own operations. -88.1% -77.5% -67.6% 2025 2024 2023 Performance indicators People This priority is built on being a great place to work, patient-oriented, advancing a culture of lifelong learning, and achieving inclusion and diversity goals. Performance indicators Sustainability Achieving a healthier, more sustainable future requires tackling the biggest challenges of our time – from climate change and nature loss to health equity and health system resilience – and doing so in a way that is ethical, transparent and inclusive. 1 Figures reflect market-based accounting, and are inclusive of biomethane certificates. See page 212 for methodology and definitions. 2 See page 218 for methodology and definitions. Great place to work 86% believe that AstraZeneca is a great place to work (2024: 84%) Patient-oriented 88% believe that AstraZeneca is patient-oriented (2024: 87%) Advance culture of lifelong learning 81% feel they have the opportunity for personal development and growth (2024: 81%) Ambition Zero Carbon (Scope 1 and 2)1 -88.1% reduction of Scope 1 and 2 GHG emissions from 2015 baseline year. Enable an agile organisation 79% believe AstraZeneca has been successful at improving IT tools and systems (2024: 75%) Achieve inclusion and diversity goals 87% feel they can be themselves without worrying about being accepted (2024: 85%) People positively impacted2 320 million AstraZeneca Annual Report & Form 20-F Information 2025 38 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review Business Review continued

through onboarding surveys, exit interviews and our global employee opinion survey, Pulse. We encourage managers to listen to the workforce by providing them with access to the aggregated results for their teams. Managers also have access to a reporting tool to further support engagement across their teams. To ensure we are transparent, we share our global results with the Board, the SET, line managers and employees. We have a Global Employee Relations team, working in partnership with Legal, Compliance, HR and employee representative groups, such as the European Consultation Committee, Works Councils and, where applicable, our nationally recognised trade unions. Accountability for these processes is with the Chief Human Resources Officer and delegated to members of the leadership team. On a day-to-day basis, this is managed by senior leaders. We also hear the views from our Employee Resource Groups, which are voluntary, employee-led groups open to all employees. Health and safety We are committed to providing a work environment that is both physically and psychologically safe for everyone. Our Global Safety, Health and Environment (SHE) Standard describes our management of and accountability for SHE. We do this by embracing a culture of learning and continuous improvement. We strive to maintain or exceed compliance with all company, legal and regulatory requirements ensuring that we are welcome in the communities in which we operate. Developing skills and capabilities We develop strategic capabilities through development programmes and high potential talent initiatives, supporting employees ranging from early talent and individual contributors to enterprise leaders. All employees have access to our global learning platform. AI-adoption is a key aspect of achieving our strategic objectives by accelerating decision making and innovation. In 2025, more than 50,000 employees participated in our Thriving in the Age of AI programme. We also continue to embed coaching skills to enhance performance and increase engagement. To support our Values and understanding of our material sustainability matters, employees complete mandatory training on topics including Code of Ethics, see page 34, and Cybersecurity, see page 36. These trainings help everyone understand the responsibility to employ high ethical standards when carrying out all aspects of our business globally. Inclusion and diversity Our global commitment to inclusion and diversity is woven into what we do, and is reflected in our Values and the behaviours that underpin them. Women comprise 54% (approximately 52,000) of our global workforce and men 45% (approximately 43,300)1 . At the end of 2025, there were seven women on our Board (50% of the total). Five out of 10 SET members (50%) were women and five were men (50%). Directors of the Company’s subsidiaries comprised of 209 women (45%) and 256 men (55%)2. Our Board of Directors and the SET conduct quarterly reviews of our workforce composition. This encompasses gender, ethnicity and age representation among other things. We are committed to hiring and promoting talent ethically and in compliance with applicable laws. Our Code of Ethics and its supporting Standards are designed to help protect against unlawful discrimination on any relevant grounds. The Code covers recruitment and selection, performance management, career development and promotion, transfer, training, and reward. We embrace the cognitive differences of neurodivergent employees and support employees with both seen and unseen disabilities in line with their country-specific laws and regulations. Where risk assessments can be performed, we will consider accommodating adjustments to the working environment that support an inclusive and safe workplace. Our Global Standard for Inclusion and Diversity sets out how we foster an inclusive and diverse workforce where everyone feels valued and respected because of their individual abilities and perspectives. In 2025, our inclusion and diversity efforts earned recognition externally. We were featured in: • Forbes World’s Top Companies for Women • Forbes World’s Best Employers • Financial Times, Diversity Leaders 2026 • TIME World’s Best Companies. People We rely on our global workforce to uphold our Code of Ethics and behaviours in line with our Values, to deliver our Ambition 2030 strategic priorities and work to sustain and improve short- and long-term performance. 1 Approximately 800 employees have not disclosed their gender, therefore are not included in these totals. 2 For the purposes of section 414C(8)(c)(ii) of the Companies Act 2006, ‘Senior Managers’ are the SET, the Directors of all of the subsidiaries of the Company and other individuals holding named positions within those subsidiaries. Individuals on multiple boards are counted once. Enabling an agile organisation In 2025, we continued to build talent internally by investing in our workforce. We: • Maintained the focus on building capability in our global hubs. In 2025, 2,760 external hires were made in these locations. • Continued to develop internal talent and made 5,100 promotions during 2025. • Focused on AI upskilling to enable employees to leverage AI in their roles. We also provided access to an AI agent builder, empowering teams to gain hands-on experience in developing and deploying AI-driven tools. Human Resources Standards Our Global Human Resources Standards outline our position on key topics. We expect all our employees to align with these standards and do not tolerate any actions which are not aligned. As well as complying with all workplace diversity legislation and requiring the same of the third parties we work with, we provide mechanisms by which employees can confidently raise concerns, and we have processes which enable disciplinary action to be taken where necessary. Listening to our workforce Encouraging employees to provide continuous feedback through various mechanisms helps us to foster an inclusive culture and be a great place to work. We invest in developing coaching capability in our leaders and employees to help them bring a coaching approach to their quarterly check-ins and everyday performance conversations. We also collect feedback 86% believe that AstraZeneca is a great place to work 89% believe that in the last 12 months, they have improved their existing skills, or learned new skills, or had a development opportunity AstraZeneca Annual Report & Form 20-F Information 2025 39 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review | People and Sustainability

 People and Sustainability Overview • Our sustainability impact: We are taking action on climate and nature, health equity and health systems resilience. • How we do business: We are guided by our Values and invest in our people to create long-term value, resilience and trust by operating responsibly, ethically and with robust governance. Our approach to sustainability reporting Our sustainability reporting is prepared in line with the UK Companies Act 2006, the EU Corporate Sustainability Reporting Directive (CSRD) and European Sustainability Reporting Standards (ESRS), EU Taxonomy on Sustainable Activities and the recommendations of the Task Force on Climate-related Financial Disclosures. Sustainability is embedded in our Growth Through Innovation strategy, with material sustainability topics aligned to our three strategic pillars and disclosed within the Business Review. This year we introduced the Sustainability Statement section in the Annual Report, setting out general disclosures such as basis for preparation, an overview of the double materiality assessment process and management of impacts, risks and opportunities, with policies, targets and metrics for each material topic. We have cross-referenced where ESRS disclosures are met throughout this Annual Report. Sustainability Recognising the interconnection between business growth and addressing the major health challenges of our time, we are focusing on how we make a positive impact for people, society and the planet, and how we do business. For further information on the basis of preparation of our sustainability reporting, our metrics, targets and policies, see the Sustainability Statement from page 204. Our material sustainability topics In 2025, we updated our 2024 double materiality assessment, and our material topics are presented below. Disclosures relating to these topics can be found in the Business Review, from page 26 and the Sustainability Statement, from page 204. • Business conduct, see pages 34 to 35. • Cybersecurity and data privacy, see page 36. Growth and Therapy Area Leadership • Sustainable innovation, see page 30. • Patient safety and product quality, see page 31. Science and Innovation • People, see page 39. • Accessible and affordable healthcare, see page 41. • Climate change, see pages 42 to 44. • Nature, see page 45. People and Sustainability Through our health equity programme, we aim to close healthcare gaps and to give people everywhere the chance to be as healthy as possible. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review AstraZeneca Annual Report & Form 20-F Information 2025 40 Business Review continued

Affordability and pricing We take a broad and collaborative approach across diverse global healthcare systems, working with payers and policymakers to promote widespread, sustainable access. Our tailored programmes address local health needs, strengthen health systems resilience, and enhance affordability by partnering with country-specific health systems to deliver medicines in a locally accessible way. In 2025, our key continuous initiatives included: • Health system strengthening: To build resilient and sustainable health systems, we partner with health system stakeholders to transform care by providing evidence-based recommendations and co-creating solutions that help to reduce disease progression, hospital admissions and premature deaths, globally. • Customised solutions for out-of-pocket gaps: Supporting patients’ ability to stay on prescribed therapies. • Patient Assistance Programmes (PAPs): Assisting those unable to pay and addressing funding gaps, enabling patients to fund part of their treatment in line with their affordability and means, and in a manner consistent with applicable laws. • Tailored payment models: Leveraging tiered pricing and innovative solutions such as, value-based agreements, to maximise patient access. Clinical trial representation We aim to achieve more representative clinical trial populations to better reflect the patient communities we serve. In 2025, we extended our real-time dashboard for measuring representativeness of Phase III studies to Canada, building on previous launches in the US and Brazil in 2024. We actively participate in public-private partnerships including the Innovative Health Initiative’s Research in Europe and Diversity Inclusion, ESMO, and the Cancer Drug Development Forum to enhance trial representativeness, while contributing to the scientific community through publications in the American Society of Clinical Oncology Educational Book series that outline methods for improving clinical trial representation. Additionally, we are partnering with community-focused organisations such as Acclinate and Black Health Matters, as well as not-for-profit organisations including the Sexual Gender Minority Alliance, National Medical Fellowship, and Women Health Access Matters, all aimed at improving representation across our clinical trials. These initiatives reflect our sustained ambition to improving clinical trial representation on multiple fronts, both within the Company and across the wider research ecosystem. Key early and post-trial access We reaffirm our approach to early and post-clinical trial access to medicines, providing our therapies to those in need prior to regulatory approval in specific countries, in addition to our approach to continue treating patients after the termination of clinical trials, ensuring ongoing access and continuity of care. Patients who face serious or life-threatening illnesses, and have exhausted alternative treatment options, will have their requests for early access to investigational medicinal products carefully considered. This applies to those unable to participate in clinical trials, and is carried out through appropriate early access pathways in accordance with local laws and regulations. Where appropriate, our approach also includes supporting continued treatment after clinical trial participation (post-trial access), ensuring safe, ethical, timely and lawful patient support prior to product approval in their respective countries. In May 2025, we updated our health equity strategy, embedding health equity across science (including genomics and clinical trials), healthcare delivery and community investment, with a 2030 ambition to positively impact one billion people, including 400 million from underserved communities. Details of our health equity strategy and supporting policies and programmes can be found on our website. Through collaborations, partnerships and stakeholder coalitions we are working to ensure essential and innovative medicines become more widely available and affordable. Pricing for our medicines seeks to reflect the value they bring to patients, payers and society, and the significant investment required for targeted treatment options. Through our health equity approach, we also aim to ensure that more individuals can equitably benefit from our clinical trials, science and capabilities. We have a global tiered pricing policy comprising of four tiers based on gross national income, with confidential, flexible pricing focused on affordability and brand application in support of patients across all tiers. This aims to address disparities in countries’ ability to pay, enhancing equitable access while supporting financial viability. In support of our targets, we engage in ongoing health equity initiatives enterprise-wide. We continue to implement innovative solutions to optimise affordability and accessibility, where necessary addressing barriers beyond price. For information regarding Intellectual property, see page 30. 320 million people positively impacted since 2024, including: 156 million from underserved groups Accessible and affordable healthcare Our medicines impact more than 100 million patient lives annually, ranging from cancer and chronic diseases to rare diseases. We are closing healthcare gaps along the entire patient journey to improve access to screening, early detection, diagnosis and treatment, and innovating to deliver our life-changing medicines in a sustainable and equitable way. AstraZeneca Annual Report & Form 20-F Information 2025 41 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review | People and Sustainability

73,903 gross Scope 1 and 2 GHG emissions (Market-based) (tonnes CO2e) 6,197,690 gross Scope 3 GHG emissions (tonnes CO2e) 1.26 Scope 1 and 2 GHG emissions intensity (tonnes CO2e per million of Total Revenue) 69% share of primary activity data in Scope 3 reporting Delivering these targets requires whole value-chain decarbonisation across Scopes 1, 2 and 3, through levers which eliminate, reduce, substitute and then neutralise residual emissions to achieve net zero. Specific decarbonisation levers are described below. We have a near-term target of 98% absolute reduction in Scope 1 and 2 GHG emissions by 2026 from a 2015 baseline. By the end of 2025, we have achieved 88.1%. We face localised challenges across our global operations with accessing sources of renewable energy to decarbonise site operations and to procure and operate electric vehicles, that present transition risks for delivering reductions to our Scope 1 and 2 GHG footprint against our 2026 target. Over 95% of our total GHG emissions are in the upstream and downstream value chain. To support our longer-term target of 50% reduction in total Scope 3 GHG emissions by 2030 and 90% reduction by 2045, from a 2019 baseline, we are engaging with suppliers for them to set validated science-based targets (SBTs) to cover most of our supplier spend by the end of 2025. Achieving Scope 3 targets requires extensive global decarbonisation across our entire supply chain, including our product portfolio which represents a large portion of our GHG emissions. Pharmaceutical products have a long development cycle, which makes it critical to design and embed climate considerations at an early stage for future products now in development. In addition, to achieve our goals, we must tackle emissions from our existing commercial portfolio, which creates challenges with heavily regulated production processes and materials. We are conducting a scheduled review of our SBTi-verified Net-Zero Corporate Standard targets in line with SBTi timelines, taking the opportunity to embed learnings from the past five years. This includes certain targets disclosed in previous years. We expect to communicate the outcomes in 2026. Governance Our executive-led SET Sustainability Governance Group is accountable for the delivery of Ambition Zero Carbon and its transition plan. Regular governance updates and proposals are provided to the Group, which in 2025 included our CEO, Chief Financial Officer (CFO), Chief Human Resources Officer, Chief Compliance Officer and General Counsel, and the EVP, Global Operations, IT & Chief Sustainability Officer. The Sustainability Committee monitors progress on Ambition Zero Carbon. Sustainability reporting is overseen by the Transition plan for climate change In 2020, we launched our Ambition Zero Carbon strategy, through which we are pursuing decarbonisation targets compatible with the limiting of global warming to 1.5°C, and making progress towards achieving net zero by 2045. Our near- and long-term GHG emissions targets were verified under the Science Based Targets initiative (SBTi) Net-Zero Corporate Standard in 2021. We are targeting a 98% absolute reduction in Scope 1 and 2 by 2026 (2015 baseline), a 50% absolute reduction in total Scope 3 by 2030 and 90% by 2045 (2019 baseline), and net zero by 2045. Climate change In support of our Ambition 2030 strategy, we have set and are delivering action on our corporate climate targets. We are decarbonising our value chain including our own operations, and through global initiatives and collaboration with our peers, we are driving action to accelerate the delivery of net-zero healthcare. Failure to meet regulatory requirements, voluntary sustainability targets and stakeholder expectations could adversely affect the Company’s reputation with key stakeholders. Audit Committee. The CEO’s responsibilities to the Board include the development and performance of the Ambition Zero Carbon strategy and related risks and opportunities. The EVP, Global Operations, IT & Chief Sustainability Officer is responsible for the Ambition Zero Carbon strategy and its execution, and all SET members have responsibility for working with their teams to ensure alignment of the Ambition Zero Carbon strategy with business priorities and climate risks and opportunities. Initiatives approved by the SET Sustainability Governance Group are included in the relevant management units’ financial planning. Scope 1 and 2 decarbonisation levers To support the achievement of the Scope 1 and 2 GHG target, we are addressing direct and indirect emissions through focused operational improvements and energy transitions. Road fleet electrification At the end of 2025, we had transitioned over 80% of our total owned and leased road vehicle fleet to battery electric vehicles (over 18,000 vehicles) and purchased renewable electricity Energy Attribute Certificates equivalent to charging energy requirements. 37 markets have achieved a 100% electric vehicle transition to date. The global transition is being progressed while some markets are experiencing challenges with the supply of vehicles and the availability of charging infrastructure. Site F-gas management F-gases are released during the production process of current pMDI medicines. Through a process change involving purging empty canisters in a vacuum instead of using a propellant, we have significantly reduced F-gas emissions. A second reduction initiative of capturing F-gas emissions from the production process, using cryogenic technology that liquefies the gases, has been completed in 2025, enabling the storage and removal from site for either incineration or recycling. This is a near-term solution to mitigate GHG emissions from our existing pMDI medicines as we transition to a pMDI portfolio using next-generation propellant (NGP) as part of our Scope 3 decarbonisation strategy. Fuel switching (clean heat) In 2025, supply of biomethane commenced via long-term commercial agreements with Vanguard Renewables in the US and Future Biogas in the UK. When fully operational, these collaborations are expected to enable up to 330 GWh of biomethane to be used across our US and UK sites, equivalent to 70% of our total global gas consumption.  People and Sustainability For more information regarding how our approach to climate mitigation action is grounded in the principles of our Code of Ethics and the SHE Framework, see pages 211 and 219. AstraZeneca Annual Report & Form 20-F Information 2025 42 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review Business Review continued

Scope 3 decarbonisation levers Product manufacture Product manufacture is a significant contributor to our Scope 3 footprint, outside of AstraZeneca’s own operations, and decarbonising products is a key pillar of our strategy to achieve our Scope 3 targets. We continue to implement our Life-Cycle Assessment (LCA) programme, aligned with ISO 14040 and 14044 standards, and this now encompasses medicines which contribute to the majority of our Total Revenue. Using this and other sustainability inputs, we have established an internal Product Sustainability Index (PSI) to understand the environmental impacts of our launched products and inform sustainability improvement plans. The PSI programme is also being piloted on development projects, with an initial focus on carbon and supported by a simplified internal LCA tool to enable early identification and assessment of products in development that will be part of our future footprint. Non-product supplier emissions To address the Scope 3 footprint associated with purchased goods and services, we prioritise collaboration with suppliers. We continued to advocate for our suppliers to set SBTs, ensuring that our climate ambitions are shared across our value chain. Additionally, we facilitate access to renewable electricity through initiatives such as the Energize programme, enabling more suppliers to transition to renewable energy sources. Our leadership of industry collaborations, including the Sustainable Markets Initiative Health Systems Task Force and Pharmaceutical Supply Chain Initiative, further help to align climate expectations and best practices across the pharmaceutical industry’s shared supplier base. Product use As part of our efforts to provide patients with access to treatment with lower GHG emissions, we are transitioning our portfolio of inhaled respiratory medicines delivered by pMDIs to use a NGP with near-zero GWP. pMDIs deliver essential, life-saving medicines for millions of people living with respiratory diseases worldwide and are the most commonly used type of inhaler device globally. Our NGP has 99.9% less GWP than propellants used in our current pMDI portfolio, which makes the transition to the NGP a key product-related element of our Ambition Zero Carbon strategy. In 2025, we announced the world-first approval by the UK Medicines and Healthcare products Regulatory Agency and a Committee for Medicinal Products for Human Use positive opinion for Trixeo Aerosphere to be used with the NGP, endorsing it for use in the EU and marking the initiation of the transition of our full portfolio to the NGP, with submissions for transitioning Breztri/Trixeo in other territories underway. Transport – distribution and business travel We continue to reduce emissions through our transport modal shift programme, transitioning key distribution routes from air to sea. Performance regarding primary distribution emissions is tracked on a quarterly basis. We are also evaluating alternative fuels, including sustainable aviation fuel, with the aim of quantifying whole life-cycle sustainability impacts. In parallel, we are enhancing our secondary distribution reporting methodologies to identify emissions hotspots and highlight decarbonisation opportunities. New ways of working have significantly reduced our business travel emissions. All teams operate within a centrally tracked carbon travel budget. In addition, engagement work is ongoing to promote more sustainable modes of travel, particularly on routes with good alternatives. Climate performance Our global GHG metrics cover Scope 1, Scope 2 on a market-based basis (with location-based shown for comparison), total Scope 3 across all 15 categories, and total energy use. Scope 1 reflects the application of biomethane certificates; biogenic emissions are reported outside Scopes 1 to 3. Global GHG emissions data for the period 1 January 2025 to 31 December 20251 Unit 2025 2024 2023 Baseline 2015 Scope 1 Tonnes CO₂e 62,587 125,386 180,898 298,498 Scope 2 (Market-based)2 Tonnes CO₂e 11,316 14,210 19,940 322,319 Scope 2 (Location-based) Tonnes CO₂e 241,023 217,026 183,332 266,372 Gross Scope 1 and 2 GHG emissions (Market-based)2 Tonnes CO₂e 73,903 139,594 200,838 620,818 Scope 1 and Scope 2 (Market-based) intensity Tonnes CO₂e per million of Total Revenue 1.26 2.58 4.38 22.73 Biogenic emissions (outside-of-scope emissions)3 Tonnes CO₂e 105,850 75,978 29,201 2,822 Total energy consumption Megawatt hours (MWh) 1,612,136 1,676,076 1,733,325 1,832,611 Unit 2025 2024 2023 Baseline 2019 Gross Scope 3 emissions (all relevant categories)4,5 Tonnes CO₂e 6,197,690 5,716,211 5,591,071 5,025,169 Scope 3 intensity5 Tonnes CO₂e per million of Total Revenue 105.5 105.7 122.0 171.1 1 The table above presents all emission sources required under the UK Streamlined Energy and Carbon Reporting (SECR) requirements. The portion of total global energy and emissions originating from AstraZeneca’s UK and offshore area footprint were as follows: energy use 236,850 MWh (15%); Scope 1 site energy, non-energy and fleet emissions 10,941 tCO₂e (17%); Scope 2 site-imported energy emissions using market-based accounting 0 tCO₂e (0%); and Scope 2 site-imported energy emissions using location‑based accounting 20,494 tCO₂e (9%). 2 96% of Scope 2 market-based GHG emissions are associated with contractual instruments such as energy attribute certificates and power purchase agreements. 3 Biomethane certificates are applied in Scope 1 with a CO₂ factor of zero; non‑CO₂ emissions are reported. 4 Scope 3 GHG emissions (excluding Category 9) was 6,070,258 tCO₂e. 5 Regular data review is carried out to enhance accuracy, consistency of measurement across periods and reflect major business change. Reviews in 2025 resulted in revisions to figures reported in previous years primarily arising from: i) Revision of spend data methodology for Scope 3 categories 1,4,6 and use of latest emission factors, and ii) Alignment of capital goods (category 2) data and classifications to financial reporting scope. These changes are applied consistently across all prior years, and resulted in a reduction to the 2019 baseline by 12%. AstraZeneca Annual Report & Form 20-F Information 2025 43 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review | People and Sustainability

 People and Sustainability Climate change continued Climate change adaptation Climate change is expected to increase the frequency of extreme weather and climate-related natural disasters. This may cause disruption to our own and third-party supplier sites and distribution routes due to increased exposure to climate hazards. Medicine shortages due to climate disasters could lead to delayed supply of critical medicines, impacting patients. To mitigate exposure and build resilience to the risks presented by climate change, we identify and integrate risks into site business continuity and mitigation plans and in supply chain design. Our Business Continuity Standard outlines the principles for consistent business continuity process and governance, in order to support effective and sustainable business resilience across AstraZeneca. Business continuity and mitigation plans To mitigate exposure and increase resilience to acute extreme weather events and longer-term shifts in climate patterns, identified climate risks are integrated into sites’ business continuity and mitigation plans. Examples of climate change adaptation solutions implemented in 2025 include improving emergency response plans in relation to climate hazards. In 2025, three new material construction projects were assessed on their exposure to physical climate risks based on their location and activities, using a high-carbon scenario. The assessment included dependencies on local communities and adaptation measures have been integrated into the design where feasible to protect the construction and to secure delivery of medicines to patients. Climate-related risks in the supply chain are covered by supply chain design (e.g. dual sourcing, strategic planning for safety stock) as part of product-level business continuity management. Climate risk management We follow the science to manage the risks presented by climate change and to build resilience against any such risks. The identification and assessment of climate risk forms part of our existing risk management processes. We conduct scenario analyses using a low/medium/high case scenario based on the Intergovernmental Panel on Climate Change scenarios, namely Shared Socioeconomic Pathways (SSPs) and Representative Concentration Pathways (RCPs). Impacts on climate change Based on our current business model and reduced GHG emissions footprint, contribution to climate change is not considered to be a material impact. However, we have identified a material impact related to climate change adaptation; see page 206. Climate-related physical risks We have developed a process to conduct deep dive risk assessments for AstraZeneca sites, taking a risk-based approach. We have conducted scenario analysis based on a broad range of climate scenarios (SSP1- RCP2.6, SSP2-RCP4.5 and SSP5-RCP8.5) taking into consideration the likelihood, magnitude and duration of the hazards. As a part of the physical climate risk assessments, the resilience of the sites is assessed factoring in downtime of supply and backup from dual sourcing. No material physical climate-related financial risks have been identified. Our strategy for adaptation is aligned to a high-emission scenario. Where appropriate, the risk mitigation measures and interventions are escalated to site management and captured on the local risk register. Identified risks are addressed in local business continuity plans or by technical mitigations in site master plans. Short-, mid- and long-term financial planning includes required investments. Climate-related transition risks Climate-related transition risks and opportunities are assessed both at enterprise and product levels, including prioritised medicines where LCA data is available. Through scenario analysis, risks and opportunities were identified to cover medicines in the therapy areas of Oncology, CVRM and R&I to see how drivers such as regulations, access to renewable energy, technology shifts, market expectations and reputational aspects can impact our financial forecast. In addition, transition risks and opportunities have been identified at enterprise level for transportation, renewable energy, and raw materials represented by F-gases used in our inhaled respiratory portfolio. Our climate strategy is designed to address transition risks and opportunities in a low-carbon scenario and a pathway aligned with our SBTs of limiting global warming to 1.5°C. For more information regarding our Business Continuity Standard, see page 211. For more information regarding the scenario analysis conducted within the resilience analysis process, see page 214. For more information regarding how the Group assesses its resilience against risks including climate-related risks through a viability assessment, see the Viability Statement on page 46. AstraZeneca Annual Report & Form 20-F Information 2025 44 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review Business Review continued

Nature As we work to enhance patient health outcomes through advances in medical treatments, we aim to manage our dependencies and impacts on nature by designing them out where we can, and addressing those that remain across our raw material sourcing, production, use and disposal of our medicines. We strive to minimise the environmental impact of our products from discovery to disposal, in alignment with our Code of Ethics. This approach is embedded into key internal processes and procedures throughout the life-cycle of our medicines, such as the OneSHE Framework. Use and sourcing of raw materials The development, manufacture and testing of medicines requires a wide range of ingredients, including chemicals and excipients, many requiring complex inputs to manufacture. We rely on materials sourced from wild species, such as horseshoe crab blood. We aim to manage adverse impacts that drive nature loss such as land use change and deforestation, unsustainable use of freshwater, GHG emissions and pollution. Assessing nature risks As part of our double materiality assessment, we assessed our nature-related impacts based on current visibility of our interfaces with nature. As we gain understanding of connections to nature within our supply chain, we aim to identify and assess adverse impacts and risks, developing action plans for responsible supply chain management. Reducing the reliance on horseshoe crabs To ensure the patient safety of injectable medicines there are global regulatory requirements to test raw materials, water systems and products for the presence of endotoxins, a significant risk to patient safety. Until recently, the blood of horseshoe crabs has been the only ingredient suitable to make the reagents needed to perform these tests. We are advocating for harmonised regulations to simplify the transition for product testing from horseshoe crab blood to synthetics. In the interim, most of our labs have transitioned to more efficient methods for endotoxin testing of water systems and in 2025, have reduced this dependency further by transitioning to a synthetic alternative for this purpose. Pharmaceuticals in the environment Pharmaceutical residues entering the environment is currently an unavoidable result of the patient use of medicines. We recognise our most material water pollution impact as the APIs in our products. APIs are biologically active molecules and may interact with and impact wildlife in the environment. We have ongoing programmes and processes across the value chain to understand and minimise the impact of pharmaceuticals in the environment (PiE), as part of our ambition to lower the environmental burden of healthcare, while improving health outcomes and reducing our exposure to environmental risks. Environmental risk assessments To understand the environmental impacts of APIs, we complete Environmental Risk Assessments (ERAs) before the approval of a new medicine and, using experimental data, identify target concentrations of our APIs considered to pose insignificant risk to the environment. These are also utilised to manage our own emissions from the manufacture of our products. The Safe API Discharge process sets and monitors target concentrations of API emissions from manufacturing to the aquatic environment that are not to be exceeded by AstraZeneca and relevant supplier sites. Our ERAs demonstrate that PiE resulting from use of our products pose a low or insignificant environmental risk and are unlikely to cause adverse impacts. The data meets the international standards set by regulators, and we publish summaries of the ERAs and underlying data on www.astrazeneca.com/ sustainability/resources.html. EcoPharmacoVigilance Our EcoPharmacoVigilance (EPV) approach reviews emerging science and peer-reviewed literature to inform and improve the ERAs of our APIs. We monitor measurements of our products in water bodies across the world that are published in scientific journals and publish those results on our website, as well as our industry-leading EPV dashboard, where users can visualise this data. It shows that, where detection of our APIs has been reported in scientific literature, the measured concentrations pose low or insignificant environmental risk in over 99% of cases. There can be some location-specific environmental risks for particular pharmaceuticals, especially in regions where there may be inadequate sewage treatment and/or high populations discharging waste into rivers with low-dilution conditions. PFAS restrictions In the EU, the European Chemicals Agency (ECHA) is evaluating a proposed restriction of per- and polyfluoroalkyl substances (PFAS), employing a broad, structure-based definition of PFAS. The proposal potentially impacts a family of more than 10,000 chemicals which are used across many industries. In other jurisdictions, including the UK, the US and Canada, policymakers have signalled their intent to restrict, or have initiated reviews aimed at restricting, PFAS chemicals. Definitions of PFAS may vary by jurisdiction, and scopes and timelines for regulatory action differ. Not all materials classified as PFAS, nor all uses of such materials, present equivalent environmental or human-health risks. Certain PFAS materials play important roles across the biopharmaceutical value chain, supporting process integrity and product quality; in certain applications, technically viable alternatives are not available, making complete substitution challenging. We apply a science-based approach to our management of PFAS use, which includes ongoing evaluation and implementation of reductions or substitutions of PFAS materials wherever possible, while continuing to protect medicines for patients, including ensuring supply security, patient safety and regulatory compliance. Proposals for blanket bans of PFAS that do not account for essential uses could potentially affect development, manufacturing, packaging and drug delivery of medicines, raising a potential risk of shortages or the removal of therapeutic options, with significant impact for patients and public health. In the EU and globally, we are working with relevant authorities and experts to ensure any new regulations regarding the use of PFAS meet patient, public health and environmental needs, and protect the supply of medicines to patients in the EU and globally. These activities include industry-wide engagements in public-private partnerships on PFAS exposure, emissions, and end-of-life management in the healthcare sector, as well as our contributions to the ECHA’s public consultations on the PFAS Restriction Proposal. For more information on our policies, see page 211. AstraZeneca Annual Report & Form 20-F Information 2025 45 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review | People and Sustainability

Throughout the year the Directors have considered the factors set out in section 172(1)(a)-(f) of the UK Companies Act 2006, as well as other factors relevant to the decision being made. The Board acknowledges that not every decision made will necessarily result in a positive outcome for all stakeholders. By considering our Purpose and Values, together with AstraZeneca’s strategic priorities, the Board aims to ensure that the decisions made are consistent and intended to promote the Company’s long-term success. The Board is required to promote the success of AstraZeneca for the shareholders and wider stakeholders who interact with and are impacted by our business. The three-year detailed business plan captures risks to the sales and cost forecasts at market and SET functional levels. The plan is used to perform central net debt and headroom-profile analysis. The following scenarios have been applied to this analysis to create a severe but plausible downside combining a number of the Principal Risks detailed on pages 48 and 49. • Principal Risks: Pricing, affordability, access, competitive pressures and failures or delays in the quality or execution of the Group’s commercial strategies. – Scenario 1: Government action on pricing, higher than anticipated competition and other commercial headwinds result in lower than anticipated growth rates for our medicines. – Scenario 2: A significant incident leads to reputational damage in a key market resulting in an ongoing 10% reduction in revenue achieved in this market. • Principal Risk: Failure or delay in the delivery of our pipeline or launch of new medicines. – Scenario 3: Assumes no launches of new products. • Principal Risk: Failure to maintain supply of compliant, quality medicines. – Scenario 4: Major equipment failure or a significant regulatory observation at one of our major manufacturing sites results in a 12-month loss of manufacturing capability for one of our key oncology products, leading to supply interruption. • Principal Risks: Failure in information technology or cybersecurity, adverse outcome of litigation and/or government investigations. – Scenario 5: A cyber incident results in interruption to manufacturing and associated penalties. In addition, the Board has considered more stressed scenarios, including restrictions on debt factoring and no access to capital markets to raise new debt. In each scenario (or combination of scenarios above), the Group is able to rely on its existing cash, cash equivalents and short-term fixed income investments, committed credit facilities, leverage its cost base, reduce capital expenditure and take other cash management measures to mitigate the impacts and still have residual capacity to absorb further shocks. Based on the results of this analysis, the Directors have a reasonable expectation that the Company will be able to continue in operation and meet its liabilities, as they fall due, over the three-year period of their assessment. In accordance with provision 31 of the 2024 UK Corporate Governance Code, the Board has determined that a three-year period to 31 December 2028 constitutes an appropriate period over which to provide its viability statement. The Board assesses the Company’s prospects using a 10-year long-range projection. It notes the rich and varied portfolio of medicines in development across a range of therapy areas and the medicines currently commercialised in more than 100 markets, concluding that the Company’s long-term prospects remain strong. The Board also considers annually and on a rolling basis, a three-year bottom-up detailed business plan and, given the inherent uncertainty involved, believes that the three-year statement presents readers of this Annual Report with a reasonable degree of assurance over the ongoing viability of the Company, while still providing a longer-term perspective. Our Risk Overview can be found from page 47 to 49. Full details are given in the Risk Supplement on our website, www.astrazeneca.com/ annualreport2025. The Board and management engaged with key stakeholders throughout the year to understand the issues and factors that are significant for these stakeholders, and a number of actions were taken as a result of this engagement. These interactions, and the outcomes and actions which resulted, are set out in the Connecting with our stakeholders section from page 74 and throughout the Strategic Report. We are committed to being a great place to work for the global workforce. Details on engagement with employees can be found on page 39 of the Business Review, on page 78 of the Corporate Governance Report, page 85 and 86 in the Audit Committee Report and page 109 of the Remuneration Committee Report. We are committed to employing high ethical standards when carrying out all aspects of our business globally. Our Code of Ethics (the Code) is based on our Values, expected behaviours and key policy principles. More information on the Code can be found on page 34. We recognise patients as people first and put them at the heart of what we do. Further information on the importance of patients to the business can be found on page 31 of the Business Review and page 74 of the Corporate Governance Report. Principal Decisions are decisions and discussions which are material or strategic to the Group and also those that are significant to our key stakeholder groups. The consideration and impact of the Group’s operations on the environment and how the Group has considered other factors, such as communities and suppliers, can be found throughout the People and Sustainability section from page 38 of the Business Review. Details of how the Board operates and matters considered by the Board are set out in the Corporate Governance Report from page 71. Details on the Board and SET composition and gender diversity can be found on pages 39, 68, and 80. Examples of how Directors discharged their duties and considered stakeholders when making Principal Decisions during 2025 are set out on page 77. AstraZeneca Annual Report & Form 20-F Information 2025 46 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Business Review Section 172(1) Statement Viability Statement

Managing risk Our approach to risk management is designed to encourage clear decision making on which risks we take and how we manage and mitigate these risks. We strive to embed sound risk management within our strategy, planning, budgeting and performance management processes. The Board defines the Group’s risk appetite. This enables the Group, in both quantitative and qualitative terms, to judge the level of risk it is prepared to take in achieving its overall objectives. The Senior Executive Team (SET) is required by the Board to oversee and monitor the effectiveness of the risk management system. Within each SET function, leadership teams discuss the risks the business faces. Quarterly, each SET function assesses changes to these risks, new and emerging, and mitigation plans. These are assimilated into a Group Risk Report for the Board, Audit Committee and SET. Global Compliance, Finance and Group Internal Audit support management and the Board by providing assurance over our internal controls and risk management system. The Board believes that existing processes provide it with adequate information on the risks and uncertainties we face. The Board has carried out a robust assessment of the emerging and Principal Risks facing the Group. Our Principal Risks are those risks that are most likely to significantly impact delivery of our business strategy or future performance and are a subset of the total risk landscape facing the Group. The table on pages 48 and 49 provides insight into these Principal Risks. Emerging risks We monitor our business activities and external and internal environments for new, emerging and changing risks to ensure these are managed appropriately. Annually, we combine input from each SET function and external insight to scan the horizon for emerging risks and a summary is presented to the Audit Committee and the Board. Emerging risks continue to be monitored as part of the ongoing risk management processes outlined above. Climate risk The identification and assessment of climate risk forms part of our existing risk management processes. ‘Failure to meet our sustainability targets, regulatory requirements and stakeholder expectations with respect to the environment’ incorporates climate risk within its scope and is a component of the Group’s risk landscape but is not currently considered to be a Principal Risk for the Group. Cybersecurity risk Our approach to identifying, assessing and managing cybersecurity risks (including those that result from the use of third parties in business processes and data management) is integrated within our Group-wide approach to managing risk. Mitigation includes a comprehensive cybersecurity programme comprising executive oversight, defined standards, prioritised investment, active defence operations, and technology optimisation. Cyber risks are monitored and mitigation effectiveness regularly reported in KPI dashboards provided to management and the Audit Committee. Incidents are managed and reported using the cybersecurity incident management framework which in turn is connected to the Group’s crisis management framework. “We take smart risks.” AstraZeneca Annual Report & Form 20-F Information 2025 47 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Risk Overview Risk Overview

Risk category and Principal Risks Context/potential impact Management actions Trend Product pipeline risks Failure or delay in the delivery of our pipeline or launch of new medicines The development of pharmaceutical product candidates is a complex, risky and lengthy process involving significant resources. A project may fail at any stage of the process due to a number of factors, which could adversely affect our reputation, future business and results of operations. • Prioritise and accelerate our pipeline. • Strengthen pipeline through acquisitions, licensing and collaborations. • Focus on innovative science in our main therapy areas. • Improve R&D productivity. Failure to meet regulatory or ethical requirements for medicine development or approval We are subject to laws and regulations that control our ability to market our pharmaceutical products. Delays in regulatory approvals could delay our ability to market our products and may adversely affect our revenue. • Quality management systems incorporating monitoring, training and assurance activities. • Collaborating with regulatory bodies and advocacy groups to monitor and respond to changes in the regulatory environment, including revised processes, timelines and guidance. Commercialisation risks Pricing, affordability, access and competitive pressures The pricing and market access environment is highly complex and subject to dynamic economic, political and social pressures. Deterioration in socio-economic conditions may affect customers’ ability or willingness to purchase our medicines and may adversely affect our business and results of operations. • Implementation of pricing, reimbursement and policy frameworks. • Focus on key products. • Demonstrate value of medicines/health economics. • Implement innovative value-based agreements focused on patient outcomes. • Global footprint. • Diversified portfolio. Failures or delays in the quality or execution of the Group’s commercial strategies A failure to execute our commercial strategies or achieve the level of sales anticipated for a medicine could materially impact our business. • Focus on key products. • Substantial investment in sales and marketing activities. • Accelerate execution of plans and risk sharing through business development and strategic collaborations and alliances. Supply chain and business execution risks Failure to maintain supply of compliant, quality medicines Supply chain difficulties may result in product shortages which could lead to lost product sales and materially affect our reputation and results of operations. • Establishment of new manufacturing facilities, creating capacity and technical capability to support new product launches. • Contingency plans, including dual sourcing, multiple suppliers and close monitoring and maintenance of stock levels. • Business continuity and resilience initiatives, disaster and data recovery, and emergency response plans. • Quality management systems. Failure in information technology or cybersecurity Significant disruption to our IT systems, including cybersecurity breaches, or failure to comply with applicable laws or regulations could harm our reputation and materially affect our financial condition or results of operations. • Penetration testing and targeted remediation. • Data and application access hardening. • Identity and network controls improvement to protect priority areas. • Compliance with emerging cybersecurity laws and regulations. • Defence operations capability upgrade. • Enhanced Cloud asset monitoring. • Strengthening user device authentication. • Regular cybersecurity and privacy training for employees. Failure to collect and manage data or AI in line with legal and regulatory requirements and strategic objectives There is an increasing range of legislative and regulatory requirements to manage data across all countries where we conduct business such as restricting the movement of data between countries or how we make use of new technological capabilities such as AI. Failure to protect data effectively or the inappropriate use of technologies such as AI may lead to competitive disadvantage and/or loss of trust from key stakeholders, including patients, and prevent us from reaching our strategic objectives. In addition, failure to identify, prioritise and scale the appropriate AI opportunities may limit our ability to realise the benefits of AI in support of our strategic objectives. • Enterprise Data Council. • Enterprise AI Governance Framework and Standard. • Data Privacy Framework and privacy impact assessment process. Principal Risks Strategy key Science and Innovation Growth and Therapy Area Leadership People and Sustainability Achieve Group Financial Targets Trend key Increasing risk Decreasing risk Unchanged AstraZeneca Annual Report & Form 20-F Information 2025 48 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Risk Overview Risk Overview continued

Risk category and Principal Risks Context/potential impact Management actions Trend Legal, regulatory and compliance risks Safety and efficacy of marketed medicines is questioned Safety concerns relating to our products may lead to recalls, seizures, interruption of supply and loss of product approvals, which could adversely affect patient access, our reputation and our revenues. Significant product liability claims could also arise, which may be costly, divert management attention, reduce demand for our products and damage our reputation. • Robust processes and systems in place to manage patient safety and efficacy trends as well as externally reported risks through regulatory agencies and other parties. This includes a comprehensive pharmacovigilance programme supplemented by close monitoring and review of adverse events. Adverse outcome of litigation and/or governmental investigations Our business is subject to a wide range of laws and regulations around the world. Actual or perceived failure to comply may result in AstraZeneca and/or its employees being investigated by government agencies and authorities and/or in civil legal proceedings. Government investigations, litigations, and other legal proceedings, regardless of outcome, could be costly, divert management attention, or damage our reputation and demand for our products. Unfavourable resolutions to proceedings against us could subject us to criminal liability, fines, penalties or other monetary or non-monetary remedies, including enhanced damages, requiring us to make significant provisions in our accounts relating to legal proceedings, and could materially adversely affect our business or results of operations. • Established compliance framework with strong ethical and compliance culture. • Combined internal and external counsel management. IP risks related to our products The pharmaceutical industry is experiencing pressure from governments and other payers to impose limits on IP protections to manage healthcare costs. If we are unable to obtain, defend and enforce our IP, we may experience accelerated and intensified competition. • Active management of IP rights and IP litigation. Failure to meet regulatory and ethical expectations on commercial practices, including anti-bribery/ anti-corruption, anti-fraud and scientific exchanges Any failure to comply with applicable laws, rules and regulations, including anti-bribery/anti-corruption and anti-fraud legislation, may result in civil and/or criminal legal proceedings and/or regulatory sanctions, fines or penalties, impacting financial results. • Strong ethical and compliance culture. • Established compliance framework including annual Code of Ethics training for all employees. • Focus on due diligence and oversight of third-party engagements. Economic and financial risks Geopolitical and/or macro-economic volatility disrupts the operation of our global business With an active presence in more than 80 countries, we are subject to political, socio-economic and financial factors around the world. A sustained global economic downturn or significant changes to exchange rates may adversely impact our business. Geopolitical tensions may lead to the imposition, alteration or escalation of trade controls, tariffs, taxes or other restrictions to market access, which may increase our costs or reduce revenues. • Focus on key products. • Demonstrate value of medicines/health economics. • Diversified portfolio. • Global manufacturing capability. Failure to achieve strategic plans or meet targets or expectations Failure to successfully implement our business strategy may frustrate the achievement of our targets and materially damage our brand, business, financial position or results of operations. • Focus on key products and innovative science in our core therapy areas. • Strengthen pipeline through acquisitions, licensing and collaborations. • Appropriate capital structure and balance sheet. • Portfolio-driven decision-making process governed by senior executive-led committees. AstraZeneca Annual Report & Form 20-F Information 2025 49 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Risk Overview

“AstraZeneca achieved Total Revenue of $58.7 billion in 2025, driven predominantly by $58.6 billion of Product Revenue, representing growth of 9% (CER: 8%).” 2025 delivered strong commercial performance, driven by business-wide growth and exceptional pipeline delivery. In the US, we had overall growth of 8%, with Product Sales of $23.4 billion, reflecting continued momentum across the Oncology portfolio. Product Sales rose in Emerging Markets by 11% (CER: 13%) to $15.1 billion and in Europe by 11% (CER: 7%) to $12.0 billion, with Oncology and Farxiga driving the increases in both regions. In Established Rest of World markets, there was growth of 3% (CER: 3%) to $5.1 billion due to growth in Oncology. Alliance Revenue increased by 39% (CER: 38%) to $3.1 billion, including $1.8 billion from Enhertu, which has shown continued growth since achieving blockbuster status in 2023. Collaboration Revenue decreased by 89% (CER: 89%) to $0.1 billion. Profitability Reported Earnings Per Share (EPS) was $6.60 in the year (2024: $4.54) and Core EPS was $9.16 (2024: $8.21) driven by improved Operating Margin from Total Revenue growth. Reported EPS benefited from a lower intangible impairment impact than in 2024. Key milestones/approvals Our continued investment in the pipeline yielded several significant approvals and milestones in the year, notably for Saphnelo, Beyonttra, Datroway and Enhertu. In December 2025, Saphnelo was approved in the European Union (EU) for subcutaneous self-administration as a pre-filled pen for adult patients with systemic lupus erythematosus (SLE) on top of standard therapy. In March 2025, Beyonttra launched in Japan where Alexion holds the exclusive licence to develop and commercialise. In June 2025, Datroway was approved in the US for the treatment of adult patients with locally advanced or metastatic EGFR-mutated NSCLC who have received prior EGFR-directed therapy and platinum-based chemotherapy. In December 2025, As anticipated, 2025 was an unprecedented year in advancing the 2030 ambition. Financially, we continued to make strong progress towards our $80 billion Total Revenue goal, while sustaining significant investment in the R&D that will drive growth well beyond 2030. Making well-informed capital allocation decisions across R&D, business development and Capex projects, while continuing to grow the underlying business and manage risk remains the highest priority. Total Revenue growth AstraZeneca achieved Total Revenue of $58.7 billion in 2025, including $58.6 billion of Product Revenue and $0.1 billion of Collaboration Revenue, with growth of 9% (CER: 8%). In 2025, we delivered 16 blockbuster medicines in total, including Tezspire, Enhertu and Beyfortus which are medicines included in collaborations with alliance partners. Product Sales grew by 9% (CER: 9%) to $55.6 billion, with 13 blockbuster medicines. Demand growth for our Oncology and CVRM products and new launch indications in Oncology, delivered continued Product Sales growth, with Oncology achieving 17% (CER: 16%) and CVRM achieving 3% (CER: 2%). Farxiga ($8.4 billion), Tagrisso ($7.3 billion) and Imfinzi ($6.1 billion) each delivering strong results once again, while Calquence also showed continued growth. Within Rare Disease, Ultomiris achieved Product Sales of $4.7 billion, an increase of 20% (CER: 19%), due to increased demand and continued conversion from Soliris. Enhertu, in combination with pertuzumab, was approved in the US for the 1st-line treatment of adult patients with unresectable or metastatic HER2-positive breast cancer. Harmonised listing structure In November 2025, our shareholders voted 99.36% in favour of the Board’s proposal to harmonise the Company’s listing structure in London, Stockholm and New York. On 2 February 2026, AstraZeneca Ordinary Shares were directly listed on the New York Stock Exchange, replacing the US listing of AstraZeneca ADSs on Nasdaq. This new listing structure will offer flexibility to access the broadest available pool of capital, including in the US, and enable more shareholders to participate in AstraZeneca’s exciting future. 2025 was a year of enormous change, and the pace of change is set to accelerate. AI presents opportunities for productivity and innovation but also requires us to invest in our data foundations, technology and people. I am incredibly proud of our commitment to continuous improvement and the growth and agility demonstrated by our leaders, teams, and entire organisation throughout the year. With this momentum, we enter 2026 with confidence and a relentless focus on delivering sustainable long-term growth. Aradhana Sarin Chief Financial Officer AstraZeneca Annual Report & Form 20-F Information 2025 50 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Review Financial Review

ProductSales ar oball oC oit nRevenue Operatingprofit EPS All ai nceReve un e Summary performance in 2025 Reported CER Core 2025 $m 2024 $m % Actual change CER growth1 $m Growth due to exchange effects $m % CER change 2025 $m 2024 $m % Actual change - Product Sales 55,573 50,938 9 4,459 176 9 55,573 50,938 9 - Alliance Revenue 3,067 2,212 39 845 10 38 3,067 2,212 39 Product Revenue2 58,640 53,150 10 5,304 186 10 58,640 53,150 10 Collaboration Revenue 99 923 (89) (826) 2 (89) 99 923 (89) Total Revenue 58,739 54,073 9 4,478 188 8 58,739 54,073 9 Cost of sales (10,633) (10,207) 4 (527) 101 5 (10,709) (9,601) 12 Gross profit 48,106 43,866 10 3,951 289 9 48,030 44,472 8 Operating expenses (34,744) (34,115) 2 (427) (203) 1 (29,935) (27,794) 8 Other operating income and expense 381 252 52 134 (4) 53 383 250 54 Operating profit 13,743 10,003 37 3,658 82 36 18,478 16,928 9 Net finance expense (1,334) (1,284) 4 (60) 10 5 (1,092) (1,169) (7) Share of after tax losses of joint ventures and associates (7) (28) (74) 22 (1) (77) (7) (28) (74) Profit before tax 12,402 8,691 43 3,620 91 40 17,379 15,731 10 Taxation (2,169) (1,650) 31 (499) (20) 29 (3,170) (3,001) 6 Profit after tax 10,233 7,041 45 3,121 71 43 14,209 12,730 12 Basic earnings per share ($) 6.60 4.54 45 2.01 0.05 43 9.16 8.21 12 1 As detailed on page 53, CER growth is calculated using prior year actual results adjusted for certain exchange rate effects, including hedging. 2 Effective 1 January 2025, the Group has updated the presentation of Total Revenue on the face of the Statement of Comprehensive Income to include a new subtotal ‘Product Revenue’ representing the summation of Product Sales and Alliance Revenue. Product Revenue and Collaboration Revenue form Total Revenue. Product Sales and Alliance Revenue will continue to be presented separately, with the new subtotal providing additional aggregation of revenue types with similar characteristics, reflecting the growing importance of Alliance Revenue. The comparative period has been retrospectively adjusted to reflect the additional subtotal. Highlights Financial performance Total Revenue: Therapy Areas Total Revenue: geographical areas Emerging Markets 12% growth (CER: 14%) CVRM 3% growth (CER: 2%) US 10% growth Oncology 15% growth (CER: 14%) Europe 5% growth (CER: 1%) Rare Disease 4% growth (CER: 4%) Established RoW 5% growth (CER: 6%) R&I 13% growth (CER: 12%) V&I -13% decrease (CER: -14%) Other Medicines -9% decrease (CER: -8%) $55.6bn 9% growth (CER: 9%) $3.1bn 39% growth (CER: 38%) $13.7bn 37% growth (CER: 36%) $0.1bn -89% decrease (CER: -89%) $18.5bn 9% growth (CER: 9%) $6.60 45% growth (CER: 43%) $9.16 12% growth (CER: 11%) Product Sales Alliance Revenue Operating profit – Reported Operating profit – Core Collaboration Revenue EPS – Reported EPS – Core AstraZeneca Annual Report & Form 20-F Information 2025 51 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Review

Business background and results overview The business background is covered in the Healthcare in a Changing World section from page 6, the Therapy Area Review from page 12, and the Our Strategy and Key Performance Indicators section from page 10, which describe in detail the business developments of our products. As described earlier in this Annual Report, sales of our products are directly influenced by medical need and are generally paid for by health insurance schemes or national healthcare budgets. Our operating results can be affected by a number of factors other than the delivery of operating plans and normal competition. Over the longer term, the success of our R&D is crucial, and we devote substantial resources to this area. The benefits of this investment are expected to emerge over the long term and there is considerable inherent uncertainty as to the scale and timing of outcomes and their transition to saleable products. Measuring performance Reported and Core performance are referred to in this Financial Review when reporting on our performance in absolute terms, but more often in comparison with earlier years: • Reported performance takes into account all the factors (including those which we cannot influence, such as currency exchange rates) that have affected the results of our business. The Consolidated Financial Statements have been prepared in accordance with UK-adopted IAS and with the requirements of the Companies Act 2006 as applicable to companies reporting under those standards. The Consolidated Financial Statements also comply fully with IFRS Accounting Standards as issued by the IASB and IAS as adopted by the EU. • Core performance measures are adjusted to exclude certain significant items, using a set of established principles. Use of non-GAAP performance measures CER, Core performance measures, Gross Margin, Operating Margin, Earnings before interest, taxes, depreciation and amortisation (EBITDA) and Net debt are non-GAAP performance measures because they cannot be derived directly from the Financial Statements. By disclosing non-GAAP performance and growth measures, in addition to our Reported financial information, we are enhancing investors’ ability to evaluate and analyse the financial performance and trends of our ongoing business and the related key business drivers. The adjustments are made to our Reported financial information in order to show non-GAAP performance measures that illustrate clearly the impact on our performance of factors such as changes in revenues and expenses driven by volume, prices and cost levels relative to such prior years or periods. These non-GAAP performance measures are not a substitute for, or superior to, financial measures prepared in accordance with GAAP. As shown in the 2025 Reconciliation of Reported results to Core results table on page 55, our reconciliation of Reported financial information to Core performance measures includes a breakdown of the items for which our Reported financial information is adjusted, and a further breakdown by specific line item, as such items are reflected in our Reported income statement. This illustrates the significant items that are excluded from Core performance measures and their impact on our Reported financial information, both as a whole and in respect of specific line items. Management presents these results externally to meet investors’ requirements for transparency and clarity. Core financial measures are also used internally in the management of our business performance, in our budgeting process and when determining compensation. As a result, Core performance measures allow investors to differentiate between different kinds of costs, but they should not be used in isolation. Our determination of non-GAAP measures, and our presentation of them within this Financial Review, may differ from similarly titled non-GAAP measures of other companies. The SET retains strategic management of the costs excluded from Reported financial information in arriving at Core financial measures, tracking their impact on Reported Operating profit and EPS, with operational management being delegated on a case-by-case basis to ensure clear accountability and consistency for each cost category. We strongly encourage readers of this Annual Report not to rely on any single financial measure but to review our Financial Statements, including the Notes thereto, and our other publicly filed reports, carefully and in their entirety. Further details of the risks faced by the business are given in Risk Overview from page 47 and in the Risk Supplement at www.astrazeneca.com/ annualreport2025. For a detailed definition of Core measures, see page 53. Also refer to the Summary performance in 2025 table on page 51, the 2025 Reconciliation of Reported results to Core results, and the Excluded from Core results tables on page 55, for our discussion of comparative growth measures. AstraZeneca Annual Report & Form 20-F Information 2025 52 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Review Financial Review continued

In 2025, we succeeded in delivering 16 blockbuster drugs. Our five largest selling products in the year were Farxiga ($8,492 million), Tagrisso ($7,254 million), Imfinzi ($6,063 million), Ultomiris ($4,718 million) and Calquence ($3,518 million). Total Revenue Total Revenue for 2025 was up 9% (CER: 8%) to $58,739 million, comprising Product Sales of $55,573 million, up 9% (CER: 9%), Alliance Revenue of $3,067 million, an increase of 39% (CER: 38%), and Collaboration Revenue of $99 million, a decrease of 89% (CER: 89%). Product Sales 2025 $m 2024 $m Actual growth % CER growth % Commentary1 Product Sales by Therapy Area Oncology 23,698 20,275 17 16 + + + + Tagrisso sales increase by 10% (CER: 10%) reflecting strong demand growth across all indications and key regions. Imfinzi Product Sales increased by 29% (CER: 28%) due to new launch indications in bladder cancer and lung cancer. Calquence continued its growth with an increase of 12% (CER: 12%), driven by sustained leadership in front-line CLL. Lynparza Product Sales increased by 7% (CER: 6%) due to sustained global PARP inhibitor market leadership across four tumour types. CVRM 12,764 12,448 3 2 + - Farxiga sales increased by 10% (CER: 9%), driven by heart failure and CKD indications despite generic competition in some markets. Brilinta sales decreased by 38% (CER: 38%) driven by generic entry in the US and Europe in the first half of 2025. R&I 8,167 7,416 10 10 + Fasenra increased by 17% (CER: 16%) due to expanded severe eosinophilic asthma market share, further fuelled by first wave market launches for EGPA indication. V&I 846 1,058 (20) (20) - Synagis decreased by 35% (CER: 34%) due to competition from Beyfortus. Rare Disease 9,126 8,668 5 5 + + Ultomiris increased by 20% (CER: 19%) due to increasing patient demand and further conversion from Soliris. Strensiq increased by 19% (CER: 18%) due to continued patient demand and geographic expansion. Other Medicines 972 1,073 (9) (8) Total 55,573 50,938 9 9 2025 $m 2024 $m Actual growth % CER growth % Commentary1 Product Sales by geographical area US 23,444 21,655 8 8 + + + Continued growth of our Oncology medicines. Tagrisso increased by 11% due to underlying demand growth. Imfinzi increased 35% due to demand growth across all indications, particularly new launches. Emerging Markets 15,056 13,535 11 13 + + Growth in Oncology and CVRM, driven by Tagrisso, up 12% (CER: 14%), and Forxiga, up 17% (CER: 18%). Ex-China Emerging Markets grew by 18% (CER: 21%), with continued increases in Oncology and Farxiga. Europe 12,021 10,848 11 7 + Growth due to Oncology momentum, driven primarily by Tagrisso. Established RoW 5,052 4,900 3 3 + Sales increased across all regions driven by strong Oncology performance and Ultomiris growth due to continued conversion from Soliris and strong demand following new launches. Total 55,573 50,938 9 9 1 In the commentary above, the plus and minus symbols denote the directional impact of the item being discussed, e.g. a ‘+’ symbol beside an Oncology comment indicates that the item resulted in an increase in the Oncology Product Sales relative to the prior year period. AstraZeneca Annual Report & Form 20-F Information 2025 56 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Review Financial Review continued

Alliance Revenue 2025 $m 2024 $m Enhertu 1,798 1,437 Tezspire 673 436 Beyfortus 422 237 Datroway 77 – Other royalty income 92 91 Other Alliance Revenue 5 11 Total Alliance Revenue 3,067 2,212 Collaboration Revenue 2025 $m 2024 $m Farxiga: sales milestones 87 56 Lynparza: sales milestone – 600 Beyfortus: sales milestones – 167 Koselugo: sales milestone – 100 Other Collaboration Revenue 12 – Total Collaboration Revenue 99 923 Amgen is shown as additional cost of sales. In the US, where Amgen is recognising sales, AstraZeneca records its share of gross profit as Alliance Revenue. Beyfortus (Sanofi) In March 2017, AstraZeneca entered into an alliance with Sanofi to develop and commercialise Beyfortus jointly. Under the terms of the global agreement, Sanofi made an upfront payment of €120 million and agreed to pay up to €495 million upon achievement of certain development and sales-related milestones. All costs and profits are shared equally. The US element of this collaboration was subject to a participation agreement with Sobi, effective from January 2019 until April 2023, at which point there was an update to the contractual relationships between AstraZeneca, Sobi and Sanofi relating to the future sales of Beyfortus. Alliance Revenue includes AstraZeneca’s 50% share of gross profits on sales of Beyfortus in major markets outside the US. Collaboration Revenue Collaboration Revenue, consisting of upfront payments and event-triggered milestones, decreased in the year by 89% (CER: 89%) to $99 million. Details of our significant business development transactions which give rise to Collaboration Revenue are given below. Lynparza/Koselugo (MSD) In July 2017, the Group announced a global strategic oncology collaboration with Merck & Co., Inc., known as Merck in the US and Canada, and MSD in other territories (MSD), to co-develop and co-commercialise AstraZeneca’s Lynparza for multiple cancer types and Koselugo for neurofibromatosis type 1. As part of the agreement, MSD agreed to pay AstraZeneca up to $8.5 billion in total consideration, including $1.6 billion upfront, $750 million for certain licence options and up to $6.2 billion contingent upon successful achievement of future regulatory and sales-related milestones. Of the $1.6 billion upfront payment, $1.0 billion was recognised as Collaboration Revenue on deal completion in 2017, with the remaining $0.6 billion deferred to the balance sheet, virtually all of which has been released to the Consolidated Statement of Comprehensive Income as at 31 December 2025. In August 2025, the contractual arrangements between AstraZeneca and MSD were updated and simplified relating to the global development and commercialisation of Koselugo, an oral, selective mitogen-activated protein kinase (MEK) inhibitor. Under the updated arrangements AstraZeneca will fully recognise the costs, revenues and profits of Koselugo globally. MSD received an upfront payment of $150 million and will receive deferred payments totalling up to $400 million. In addition, MSD is eligible to receive up to $175 million in potential approval milestones and up to $235 million in sales milestone payments, plus single-digit royalties based on sales. Prior to the updated arrangements, AstraZeneca fully recognised the revenues of Koselugo but shared equally pre-tax profits and losses of the product with MSD. AstraZeneca records all product sales for Lynparza, with the share of gross profits due to MSD under the collaboration being recorded under Cost of sales. Additionally, AstraZeneca recognises Collaboration Revenue relating to regulatory milestones and sales-related milestones. • Prior to 2025, since the start of the agreement, we have recognised Collaboration Revenue totalling $3,810 million, comprising $750 million resulting from the exercise of options, $2,100 million in respect of sales-related milestones and $960 million in respect of regulatory milestones. Beyfortus (Sanofi) Details of this business development transaction are summarised in the Alliance Revenue section on this page. • Prior to 2025, since the start of the agreement, we have recognised Collaboration Revenue totalling $451 million, comprising $127 million (€120 million) of upfront consideration, $130 million (€120 million) in respect of regulatory milestones, and $194 million (€175 million) in respect of sales-related milestones. Alliance Revenue Alliance Revenue, comprising our share of gross profits, share of revenues and royalties, increased in the year by 39% (CER: 38%), to $3,067 million, including $1,798 million from Enhertu and $673 million from Tezspire, which achieved blockbuster status in 2024. Details of our significant business development transactions which give rise to Alliance Revenue are given below. Enhertu and Datroway (Daiichi Sankyo) In March 2019, AstraZeneca entered into an alliance with Daiichi Sankyo to develop and commercialise Enhertu for multiple cancer types. In July 2020, AstraZeneca entered into an alliance with Daiichi Sankyo to develop and commercialise Datroway, a TROP2- directed ADC. In markets where Daiichi Sankyo is selling the products, AstraZeneca is entitled to receive a royalty (in Japan) or a share of costs and income (in other territories). Share of gross profits and royalty income from Daiichi Sankyo are recognised as Alliance Revenue. Enhertu launched in the US in December 2019. Datroway launched in Japan in March 2025. Tezspire (Amgen) In 2012, AstraZeneca entered into a collaboration agreement with Amgen to co-develop and co-commercialise five development stage programmes. Of these, only Tezspire remains in the collaboration. A second active molecule (AZD8630) was added in 2021. Manufacturing will be undertaken by Amgen, while commercialisation activity will be undertaken either jointly, or by AstraZeneca or Amgen individually, dependent on the market and on the agreed terms. AstraZeneca recognises 100% of the sales as principal in all markets other than the US, as well as 100% of the associated cost of sales. In markets other than the US, where AstraZeneca is recognising sales, the share of gross margin payable to AstraZeneca Annual Report & Form 20-F Information 2025 57 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Review

Key elements of financial performance in 2025 Reported $m Actual growth % CER growth % Core $m Actual growth % CER growth % Commentary1 Gross profit 48,106 10 9 48,030 8 7 + - - - Positive effects from geographic mix. Negative product mix effects from rising contributions of products with share of gross profit arrangements. Pricing adjustments, for example to sales reimbursed by the Medicare Part D programme in the US, diluted the Gross Margin. Royalty buyout expenses of $235 million, incurred in the fourth quarter of 2025. Gross Margin % 82 +1pp +1pp 82 – -1pp Research and development expense (14,232) 5 4 (13,822) 13 12 + + + - Positive data read-outs for high-value pipeline opportunities that have ungated large late-stage trials. Investments in platforms, new technology and capabilities to enhance R&D capabilities. Additions from business development. Reported R&D expense impacted by intangible asset impairments of $210 million (2024: $1,065 million). Selling, general and administrative expense (19,933) – (1) (15,534) 3 3 + - Market development activities for launches and to support continued growth in existing brands. Prior year Reported SG&A expense included an impairment charge of $504 million recorded against the Andexxa intangible asset. Other operating income and expense 381 52 53 383 54 55 • Consists primarily of royalties and an upfront fee on a divestment. Operating profit 13,743 37 36 18,478 9 9 + Operating profit increase driven by factors discussed above, Reported Operating profit was negatively impacted in prior year by intangible asset impairments. Operating Margin % 23 +5pp +5pp 31 – – Net finance expense (1,334) 4 5 (1,092) (7) (6) - Core Net finance expense decreased principally due to changes in interest on tax, with movements in borrowing expenses broadly offset by lower interest income on cash balances. Profit before tax 12,402 43 40 17,379 10 10 • Core pre-tax adjustments amounted to $4,977 million in 2025 (2024: $7,040 million), comprising $4,735 million adjustments to Reported Operating profit (2024: $6,925 million) and $242 million to Reported Net finance expense (2024: $115 million). Tax rate % 18 18 Basic earnings per share ($) 6.60 45 43 9.16 12 11 1 In the commentary above, the plus and minus symbols denote the directional impact of the item being discussed, e.g. a ‘+’ symbol beside an R&D expense comment indicates that the item resulted in an increase in the R&D expense relative to the prior year period. AstraZeneca Annual Report & Form 20-F Information 2025 58 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Review Financial Review continued

Restructuring Post Alexion Acquisition Group Review (PAAGR) In conjunction with the acquisition of Alexion in 2021, the enlarged Group initiated a comprehensive review, aimed at integrating systems, structure and processes, optimising the global footprint and prioritising resource allocations and investments. Except as referenced below, these activities are expected to be substantially complete by the end of 2026. During 2023, the Group identified all remaining activities and finalised the scope of the programme. During 2025, the Group undertook an assessment of the planned activities within the PAAGR programme, this resulted in a decrease of $0.4 billion in expected one-time restructuring costs, bringing the total expected costs to $4.0 billion, of which approximately $2.8 billion are cash costs and $1.2 billion are non-cash costs, and capital investments of approximately $2.2 billion. The PAAGR programme includes the commencement of work on the planned upgrade of the Group’s Enterprise Resource Planning (ERP) IT systems (Axial Project), which is expected to be substantially complete by the end of 2030, resulting in capital investments for software assets of $1.3 billion and one-time restructuring cash costs of $0.5 billion, over the full course of the project. Run-rate pre-tax benefits, before reinvestment, are now expected to be approximately $2.2 billion by the end of 2026. In line with established practice, restructuring costs will be excluded from our Core (non-GAAP) financial measures. In 2025, the Group has recorded restructuring charges of approximately $0.2 billion in relation to the PAAGR (2024: $1.1 billion), bringing the cumulative charges to date under this programme to $3.4 billion. As at 31 December 2025, the PAAGR has realised annual run-rate pre-tax benefits, before reinvestment, of $1.9 billion. Other programmes Legacy programmes include the centralisation of our global R&D footprint. Net costs for legacy programmes in 2025 were $6 million (2024: $39 million). The aggregate restructuring charge incurred in 2025 across all our restructuring programmes was $237 million (2024: $1,154 million). Final estimates for programme costs, benefits and headcount impact in all functions are subject to completion of the requisite consultation in the various areas. Our priority, as we undertake these restructuring initiatives, is to work with our affected employees on the proposed changes, acting in accordance with relevant local consultation requirements and employment law. Taxation The Reported and Core tax rates for the year were both 18%. The income tax paid for the year was $2,845 million (2024: $2,750 million). This was $676 million higher than the Reported tax charge for the year, which benefited from a net deferred tax credit of $164 million (2024: $795 million), related to updates to estimates of prior period tax liabilities, payment of prior period tax liabilities, and the timing differences for cash payments. Additional information on these items is contained in Note 5 to the Financial Statements from page 144. We pay corporate income taxes, customs duties, excise taxes, stamp duties, employment, environmental and many other business taxes in all jurisdictions in which we operate. We also collect and pay employee taxes and other indirect taxes such as value-added tax in these jurisdictions. Total comprehensive income Total comprehensive income increased by $6,695 million to $12,936 million in 2025. Other comprehensive income, net of tax, was $2,703 million, an increase of $3,503 million. This income was primarily driven by foreign exchange gains arising on consolidation of $2,387 million (2024: losses of $957 million). Reconciliation of Reported Profit before tax to EBITDA 2025 $m 2024 $m Actual growth % CER growth % Reported Profit before tax 12,402 8,691 43 40 Net finance expense 1,334 1,284 4 5 Share of after tax losses of joint ventures and associates 7 28 (74) (77) Depreciation, amortisation and impairment 5,733 6,688 (14) (15) EBITDA 19,476 16,691 17 16 For more information regarding the AstraZeneca tax policy, see our website, www.astrazeneca.com. AstraZeneca Annual Report & Form 20-F Information 2025 59 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Review

members’ time commitment to the Company is sufficient to fulfil their duties as Directors and fully discharge their obligations to shareholders, particularly in the case of the Chairs of Board Committees. For the Chair of the Board, generally, as a basic commitment, it is expected that they would need to devote about 40% of their time or the equivalent of not less than 90 days per annum in the fulfilment of their duties. When contemplating taking up additional appointments, Non-Executive Directors consult the Chair to ensure thought is given to any potential impact on their time commitment to AstraZeneca. Careful consideration is given to the nature of the potential appointment and the type of company involved (for example, whether the company is a public listed company or privately held), to help assess the likely time requirement. For significant additional appointments, the full Board would typically be involved in this process. In 2025, Pascal Soriot was appointed as a Director of Agilent Technologies Inc. and, in 2026, Diana Layfield was appointed as CEO of Monzo Group. These appointments were considered and approved by the Board in advance on the basis that they would not prevent or reduce the ability of either Director to perform their roles for AstraZeneca to the required standard. The Board recognises that Mr Wallenberg has a wide portfolio of other roles, but believes he has brought, and continues to bring, considerable business experience and makes a valuable contribution to the work of the Board, which his portfolio of other roles supports. The Board is also satisfied that he is able to devote sufficient time to discharge his responsibilities as a Director, as demonstrated by his attendance at Board meetings, as detailed on page 67. The performance of the Non-Executive Directors is assessed annually as part of the Board’s performance evaluation, as described on page 78. Subject to specific Board approval, Executive Directors may accept external appointments as non-executive directors of other companies and retain any related fees paid to them, provided that such appointments are not considered by the Board to prevent or reduce the ability of the executive to perform his or her role within the Group to the required standard. I. Company Secretary The Company Secretary is responsible to the Chair for ensuring that all Board and Board Committee meetings are properly conducted, that the Directors receive appropriate information prior to meetings to enable them to make an effective contribution, and that governance requirements are considered and implemented. The 2025 Board performance evaluation set out on page 78 provides details of the effective operation of the Board. 3. Composition, succession and evaluation J. Appointments and succession planning The Nomination and Governance Committee and, where appropriate, the full Board, regularly review the composition of the Board and succession plans for both SET-and Board-level positions. Directors have regular contact with, and access to, succession candidates for SET positions. There is a formal, rigorous and transparent procedure for appointments to the Board, which is based on merit and objective criteria and takes into account the importance of diversity, inclusion and equal opportunities when considering potential appointments. The Nomination and Governance Committee Report details the process for appointments approved during the year on pages 79 and 80. All Directors retire at each AGM and may offer themselves for re-election by shareholders. The Notice of AGM will give details of those Directors seeking election or re-election. K. Skills, experience and knowledge When the Nomination and Governance Committee reviews the composition of the Board and its Committees, it uses a matrix that records the skills and experience of current Board members and compares this with the skills and experience it believes are appropriate to the Company’s overall business and strategic needs, both now and in the future. The Committee is also mindful of Directors’ lengths of tenure and the need to refresh Board membership over time. L. Board evaluation In 2025, the Board undertook an internal Board performance review. More information on the review process, including the results and actions taken, can be found on page 78. governance structure by which it delegates authority are outlined in the Corporate Governance Overview on page 67. The CEO can exercise all the powers of the Board, except for those matters that are reserved to, and can only be approved by, the Board or a Committee of the Board. From January 2026, the matters reserved for the Board include: the appointment, termination and remuneration of any Director; approval of the annual budget; approval of any item of fixed capital expenditure or any proposal for the acquisition of an investment or business which exceeds $500 million; approval of any proposal for the disposal of an investment or business which exceeds $300 million; the raising of capital or loans by the Company (subject to certain exceptions); the giving of any guarantee in respect of any borrowing of the Company; and allotting shares of the Company. H. Non-Executive Directors’ role and time commitment The Non-Executive Directors exercise objective judgement in respect of Board decisions, providing scrutiny and challenge and holding management to account. Non-Executive Directors also offer strategic guidance and specialist advice based on their breadth of experience and knowledge. The Non-Executive Directors regularly meet without the Executive Directors or other management present. Philip Broadley was appointed Senior independent Non-Executive Director on 1 March 2021 and serves as a sounding board for the Chair and as an intermediary for the other Directors when necessary. As Senior independent Non-Executive Director, he is also available to shareholders if they have concerns that contact through the normal channels of Chair or Executive Directors has failed to resolve, or for which such contact is inappropriate. During the year, no shareholders asked to meet with Mr Broadley formally in his role as Senior independent Non-Executive Director. As well as their work in relation to formal Board and Board Committee meetings, Non-Executive Directors commit time throughout the year to meetings and telephone calls with various levels of executive management and other key stakeholders, visits to AstraZeneca’s sites throughout the world (whether in person or virtually) and, for new Directors, induction sessions and site visits. The Chair and individual Board members ensure that Board For more information on: The work of the Nomination and Governance Committee, see pages 79 and 80. AstraZeneca Annual Report & Form 20-F Information 2025 72 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Corporate Governance Report Corporate Governance Report | Compliance with the UK Corporate Governance Code continued

5. Remuneration P. Remuneration policies and practices The Remuneration Committee is responsible for determining, approving and reviewing the Company’s global remuneration principles and frameworks, to ensure that they support the strategy of the Company and are designed to promote long-term sustainable success. Q. Developing executive remuneration policy The Remuneration Committee routinely reviews the Directors’ Remuneration Policy and executive remuneration arrangements to ensure they continue to promote the delivery of the long-term strategy and support the Company’s ability to recruit and retain executive talent to deliver against that strategy. The Committee also considers remuneration arrangements in the context of corporate governance best practice and arrangements for the wider workforce, and regularly consults with its major investors on remuneration proposals. No Director is involved in determining their own remuneration arrangements or outcomes. R. Remuneration outcomes and independent judgement To ensure it maintains independent judgement when determining remuneration outcomes, the Remuneration Committee considers a range of data, including detailed business and individual performance information, and also consults with other Board Committees to utilise their expertise when determining performance outcomes. Further information on risk management and controls Global Compliance and GIA Through our compliance programme and three lines of defence risk management framework (line management; Risk and Compliance functions; GIA), Global Compliance helps the Group achieve its priorities and do business the right way. It takes a global approach that addresses key risk areas, including those related to third parties and anti-bribery/anti-corruption. Its work helps us to reinforce compliant behaviours through our Code of Ethics, policies, training, advice and guidance. We also conduct risk assessment activities and foster a culture where individuals can raise concerns. We take alleged compliance breaches and concerns seriously. We investigate and take appropriate disciplinary and remediation action to address and prevent reoccurrence through internal functions and external advisers. Depending on breach severity, the Group may need to disclose and/or report the incident to a regulatory or government authority. Global Compliance provides assurance insights to the Audit Committee on compliance matters. GIA carries out a range of audits and periodically reviews the assurance activities of other Group functions. The results from these activities are reported to the Audit Committee. Global Compliance and GIA share outcomes and coordinate reporting on compliance matters throughout the organisation. GIA is established by the Audit Committee on behalf of the Board and acts as an independent and objective assurance function guided by a philosophy of adding value to improve the operational control framework of the Group. The scope of GIA’s responsibilities encompasses, but is not limited to, the examination and evaluation of the adequacy and effectiveness of the Group’s governance, risk management and internal control processes in relation to the Group’s defined goals and objectives. Among others, internal control objectives considered by GIA include: • Compliance with significant policies, plans, procedures, laws and regulations. • Consistency of operations or programmes with established objectives and goals, and effective performance. • Safeguarding of assets. Based on its activity, GIA is responsible for reporting significant risk exposures and control issues identified to the Board and to senior management, including fraud risks, governance issues and other matters needed or requested by the Audit Committee. It may also evaluate specific operations at the request of the Audit Committee or management, as appropriate. 4. Audit, risk and internal control M. Internal and external audit The Audit Committee is responsible for reviewing the relationship with, and independence of, our external auditor, PwC. The Committee maintains a policy for the pre-approval of all audit services and audit-related services undertaken by the external auditor, the principal purpose of which is to ensure that the independence of the external auditor is not impaired. The Audit Committee also reviews the independence and effectiveness of GIA. N. Fair, balanced and understandable assessment The Board considers this Annual Report, taken as a whole, to be fair, balanced and understandable, and provides the information necessary for shareholders to assess AstraZeneca’s position and performance, business model and strategy. The Board’s assessment is described on page 86. The Board and the Audit Committee review the Company’s quarterly financial results announcements to ensure they present a fair, balanced and understandable assessment of the Company’s position and prospects to shareholders. O. Risk management The Board is responsible for the Company’s risk management system and internal controls, and their effectiveness. The Board delegates some responsibilities for risk management oversight to the Audit Committee, such as quarterly reviews of the Company’s principal and key active risks. During 2025, the Directors continued to review the effectiveness of our system of controls, risk management (including a robust assessment of the emerging and Principal Risks) and high-level internal control processes. This included an annual Governance and Assurance Report to all Directors, which is considered in detail by the Audit Committee and reviewed by the Board. Any areas of concern are highlighted in the Audit Committee Chair’s update to Directors at the relevant Board meeting and discussed by the Board. The report is based on a full year-end review of the Company’s risk and control processes (incorporating financial, operational and compliance controls) and findings from assurance processes. The Directors believe that the Group maintains an effective, embedded system of risk management and internal controls and complies with the FRC’s guidance. For more information on: The work of the Remuneration Committee, see from page 90. Our resources and controls, see the Audit Committee Report from page 83. External audit, see page 85 and Note 31 to the Financial Statements on page 191. Internal Audit, see page 85. Our Viability Statement, see page 46 and the Risk Overview from page 47. AstraZeneca Annual Report & Form 20-F Information 2025 73 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Corporate Governance Report

Considering the interests of our stakeholders is fundamental to our Group’s strategy. The following table identifies our most strategically significant stakeholders and summarises the engagement that has been undertaken by management during 2025. Patients and patient networks Payers Investor community Healthcare professionals Academic and R&D partners Commercial collaborators and partners Overview Significance of the stakeholder to the business Patients are at the heart of what we do. Our stakeholders include individual patients, caregivers and patient advocacy organisations. We listen to their experiences, embedding these insights into every aspect of our work, and partner with them to enable access to high-quality, resilient healthcare systems, ensuring that the medicines and services we develop have the greatest impact on their lives. AstraZeneca works closely with payers, including governments and medical insurance companies among others, to understand the impact of pricing medicines on public and private budgets. The Board and management maintain regular and constructive dialogue with investors to communicate our strategy. We provide objective information about performance to enable investors to put a fair value on the Company and ensure our continued access to capital. Overview Significance of the stakeholder to the business Healthcare professionals (HCPs) are the interface with patients. They provide insights into clinical trial design, and prescribe and advise patients on administering medicines. They also provide safety reports, collaborate in clinical studies and assist with the ethical and transparent distribution of medicines. We collaborate with academic institutions and non-profit R&D partners globally to access the best science, stimulate innovation and deliver life-changing medicines to patients. Partnering is an increasingly important part of our business. By combining forces, AstraZeneca and our partners can accelerate innovative science to bring life-changing medicines to patients. Interests Issues and factors which are most important to the stakeholder group • Gathering and incorporating diverse insights throughout the drug development process to minimise patient burden and measure outcomes they care about most. • Ensuring healthcare systems are designed and delivered with the patient in mind. • Providing transparent, accessible information. • Ensuring the safety, efficacy and affordable accessibility of our medicines. • Sustainable access to safe and effective innovative medicines. • Pricing of medicines, including breakthrough therapies and impact on public budgets. • Containing reimbursement expenditure. • Attracting business investment. • Investing in research and scientific collaborations. • Financial and commercial performance. • R&D strategy, resource allocation and pipeline development. • Culture, values and behaviours. • Exposure to geopolitical and macroeconomic risks. • Sustainability and governance matters. Interests Issues and factors which are most important to the stakeholder group • Development of medicines for unmet medical need. • Education and information on advances in medical science. • Accurate and balanced information on licensed medicines, including up-to-date safety data. • Uninterrupted supply of quality medicines. • Ethical and transparent interactions with industry. AstraZeneca had approximately 1,500 active academic collaborations during 2025: • To advance innovative technology and science. • To address key scientific challenges. • To access the next generation of science leaders. • Sharing vision and values. • Developing innovative medicines and improving access to them. • Cultivating trust and transparency in research, disclosures and relationships with stakeholders. • Willingness to collaborate with industry peers to optimise outcomes for common stakeholders, e.g. patients, physicians, policymakers and healthcare systems. Engagement Examples of engagement in 2025 • Increased number of diverse patient engagements throughout drug development. • Involved patients and caregivers in co-creation of multiple programmes. • Expanded patient support and affordability programmes. • Collaborated with patient advocacy organisations on key healthcare system transformation projects, enabling access to improved healthcare and medicines across the globe. • Engaged governments and policymakers to increase understanding of the AstraZeneca business model, to support investment in life sciences and to improve access to new medicines. • Engaged in discussions on evolving the current reimbursement system for medicines in the US. • Hosted site visits and tours at our manufacturing and R&D facilities for international and local politicians. • Ongoing communications with shareholders, including quarterly results calls, in-person and virtual meetings and roadshows. • Gave online presentations, including investor events at medical conferences, and a webinar on our sustainability progress. • Receptions hosted by the Chair of the Board. Engagement Examples of engagement in 2025 • Engaged in HCP educational events, advisory boards and clinical trials. • Responded to more than 146,800 HCP enquiries and processed adverse event reports from HCPs which contribute to the understanding of the safety profile of our medicines. • We support more than 1,000 early career positions in R&D globally, including apprentices, graduates, placement students, sponsored PhDs, postdoctoral researchers and clinical fellows. • Through our Open Innovation programme, we openly share molecules, data and scientific expertise with academic researchers and start-ups; we currently have multiple ongoing clinical trials, over 150 ongoing preclinical studies and collaborative research projects, and we are participating in more than 20 public-private partnership projects aimed at addressing key scientific challenges. • Held joint seminars, education sessions, science days and consortia with research institutions such as: Partners of Choice Network, Yale University, Stanford Medicine and Moffitt Cancer Center. • Regular alliance governance meetings to ensure collaborative approach across organisations. • Joint responsibility for deliverables and outcomes across functions at all levels. • Multiple discussions with regulators, policymakers, patient groups and clinicians, to inform development and commercial strategy to best meet patient needs. Outcomes Actions which resulted • Delivered impactful and actionable insight to drive patient-focused drug development. • Increased patient support programmes. • Drove global consensus and supported the community to strengthen national healthcare systems. • Established working relationships with key government stakeholders. • Organised regular meetings and events to increase understanding of how governments can better support life sciences investment and improve patient access to new medicines. • Maintained access to senior and next-level/operational management, including increased virtual engagement. • Continued to streamline external-facing materials to provide increased transparency, following discussion with shareholders. • Increased focus on sustainability matters within results announcements and shareholder engagements. Outcomes Actions which resulted • Advisory boards informed clinical research and product strategy. • Clinical studies have led to new products. • Exchange of information supported HCP clinical decision making. • Enabled new technologies, new target identification and validation, and new biomarkers. • Scientific publications and knowledge sharing. • Hosting apprenticeship, studentship, postgraduate and postdoctoral programmes to facilitate scientific discovery. • Optimisation of outcomes through combined skillsets and use of innovative technologies/platforms to support development of new medicines. • Multiple late-stage trials initiated across multiple disease/patient types. • Accelerated launch of new medicines in unique areas. • Greater collaboration and relationships with industry partners and stakeholders. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Corporate Governance Report AstraZeneca Annual Report & Form 20-F Information 2025 74 Corporate Governance Report | Connecting with our stakeholders

Patients and patient networks Payers Investor community Healthcare professionals Academic and R&D partners Commercial collaborators and partners Overview Significance of the stakeholder to the business Patients are at the heart of what we do. Our stakeholders include individual patients, caregivers and patient advocacy organisations. We listen to their experiences, embedding these insights into every aspect of our work, and partner with them to enable access to high-quality, resilient healthcare systems, ensuring that the medicines and services we develop have the greatest impact on their lives. AstraZeneca works closely with payers, including governments and medical insurance companies among others, to understand the impact of pricing medicines on public and private budgets. The Board and management maintain regular and constructive dialogue with investors to communicate our strategy. We provide objective information about performance to enable investors to put a fair value on the Company and ensure our continued access to capital. Overview Significance of the stakeholder to the business Healthcare professionals (HCPs) are the interface with patients. They provide insights into clinical trial design, and prescribe and advise patients on administering medicines. They also provide safety reports, collaborate in clinical studies and assist with the ethical and transparent distribution of medicines. We collaborate with academic institutions and non-profit R&D partners globally to access the best science, stimulate innovation and deliver life-changing medicines to patients. Partnering is an increasingly important part of our business. By combining forces, AstraZeneca and our partners can accelerate innovative science to bring life-changing medicines to patients. Interests Issues and factors which are most important to the stakeholder group • Gathering and incorporating diverse insights throughout the drug development process to minimise patient burden and measure outcomes they care about most. • Ensuring healthcare systems are designed and delivered with the patient in mind. • Providing transparent, accessible information. • Ensuring the safety, efficacy and affordable accessibility of our medicines. • Sustainable access to safe and effective innovative medicines. • Pricing of medicines, including breakthrough therapies and impact on public budgets. • Containing reimbursement expenditure. • Attracting business investment. • Investing in research and scientific collaborations. • Financial and commercial performance. • R&D strategy, resource allocation and pipeline development. • Culture, values and behaviours. • Exposure to geopolitical and macroeconomic risks. • Sustainability and governance matters. Interests Issues and factors which are most important to the stakeholder group • Development of medicines for unmet medical need. • Education and information on advances in medical science. • Accurate and balanced information on licensed medicines, including up-to-date safety data. • Uninterrupted supply of quality medicines. • Ethical and transparent interactions with industry. AstraZeneca had approximately 1,500 active academic collaborations during 2025: • To advance innovative technology and science. • To address key scientific challenges. • To access the next generation of science leaders. • Sharing vision and values. • Developing innovative medicines and improving access to them. • Cultivating trust and transparency in research, disclosures and relationships with stakeholders. • Willingness to collaborate with industry peers to optimise outcomes for common stakeholders, e.g. patients, physicians, policymakers and healthcare systems. Engagement Examples of engagement in 2025 • Increased number of diverse patient engagements throughout drug development. • Involved patients and caregivers in co-creation of multiple programmes. • Expanded patient support and affordability programmes. • Collaborated with patient advocacy organisations on key healthcare system transformation projects, enabling access to improved healthcare and medicines across the globe. • Engaged governments and policymakers to increase understanding of the AstraZeneca business model, to support investment in life sciences and to improve access to new medicines. • Engaged in discussions on evolving the current reimbursement system for medicines in the US. • Hosted site visits and tours at our manufacturing and R&D facilities for international and local politicians. • Ongoing communications with shareholders, including quarterly results calls, in-person and virtual meetings and roadshows. • Gave online presentations, including investor events at medical conferences, and a webinar on our sustainability progress. • Receptions hosted by the Chair of the Board. Engagement Examples of engagement in 2025 • Engaged in HCP educational events, advisory boards and clinical trials. • Responded to more than 146,800 HCP enquiries and processed adverse event reports from HCPs which contribute to the understanding of the safety profile of our medicines. • We support more than 1,000 early career positions in R&D globally, including apprentices, graduates, placement students, sponsored PhDs, postdoctoral researchers and clinical fellows. • Through our Open Innovation programme, we openly share molecules, data and scientific expertise with academic researchers and start-ups; we currently have multiple ongoing clinical trials, over 150 ongoing preclinical studies and collaborative research projects, and we are participating in more than 20 public-private partnership projects aimed at addressing key scientific challenges. • Held joint seminars, education sessions, science days and consortia with research institutions such as: Partners of Choice Network, Yale University, Stanford Medicine and Moffitt Cancer Center. • Regular alliance governance meetings to ensure collaborative approach across organisations. • Joint responsibility for deliverables and outcomes across functions at all levels. • Multiple discussions with regulators, policymakers, patient groups and clinicians, to inform development and commercial strategy to best meet patient needs. Outcomes Actions which resulted • Delivered impactful and actionable insight to drive patient-focused drug development. • Increased patient support programmes. • Drove global consensus and supported the community to strengthen national healthcare systems. • Established working relationships with key government stakeholders. • Organised regular meetings and events to increase understanding of how governments can better support life sciences investment and improve patient access to new medicines. • Maintained access to senior and next-level/operational management, including increased virtual engagement. • Continued to streamline external-facing materials to provide increased transparency, following discussion with shareholders. • Increased focus on sustainability matters within results announcements and shareholder engagements. Outcomes Actions which resulted • Advisory boards informed clinical research and product strategy. • Clinical studies have led to new products. • Exchange of information supported HCP clinical decision making. • Enabled new technologies, new target identification and validation, and new biomarkers. • Scientific publications and knowledge sharing. • Hosting apprenticeship, studentship, postgraduate and postdoctoral programmes to facilitate scientific discovery. • Optimisation of outcomes through combined skillsets and use of innovative technologies/platforms to support development of new medicines. • Multiple late-stage trials initiated across multiple disease/patient types. • Accelerated launch of new medicines in unique areas. • Greater collaboration and relationships with industry partners and stakeholders. Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Corporate Governance Report AstraZeneca Annual Report & Form 20-F Information 2025 75

How the Board engages with stakeholders For more information on how management and the Board have considered modern slavery, see the Audit Committee Report from page 83, Human Rights on page 217 and AstraZeneca’s Modern Slavery Act Statement, which is available on our website, www.astrazeneca.com. Community We believe that creating a positive impact for people, society and the planet requires meaningful investments in the communities where we live and work, with a focus on the underserved. Our community investment activities support non-profit organisations all over the world to advance health equity, increase access to care, drive scientific innovation and build healthy and resilient communities for all. Workforce We continue to build talent internally by developing critical skills across our workforce, ensuring we have the capabilities to achieve our Ambition 2030. Our employees are a key part of our strategy, and we are committed to being a great place to work. Health authorities We engage regulators globally about the manufacture, development, review, approval and marketing of our products. In addition to the principal stakeholders described on pages 74 and 75, the Board considers the following stakeholder groups important for the business operations and strategic direction of the Company. Governments AstraZeneca partners closely with governments around the world to promote health, support healthcare research and innovation, facilitate equitable access to innovative care solutions, and build resilient and sustainable healthcare systems. Multilateral and non-governmental organisations AstraZeneca partners with multilateral organisations and non-governmental organisations (NGOs) to improve health equity, strengthen health systems resilience and tackle climate change, all in support of the UN Sustainable Development Goals. In health equity, we focus on ensuring representation in our science, including clinical trials and genomics research, and improving healthcare delivery through equitable screening, diagnosis and treatment programmes. Our community investments help to prevent disease through youth health promotion and education, and support urgent humanitarian needs, including disaster relief and product donations. Media An active and constructive relationship with the media is important to build trust with the Company’s key stakeholders by transparently reporting on the Group’s activities, including the results of key trials and business updates, as well as seeking to enhance and protect the reputation of the organisation. Suppliers and third-party providers We work with a broad range of third-party suppliers to provide the goods and services needed to deliver life-changing medicines to patients globally. Our Procurement function operates efficiently and effectively to drive collaboration with those third-parties, fostering innovative, ethical and sustainable ways of working across the entire supply chain. The stakeholder table on pages 74 and 75 sets out management’s main interactions with certain key stakeholders. Feedback from these interactions is provided to the Board in a variety of ways, which allows the Board to understand the key interests of stakeholders and consider them in its decision-making process. The Board undertakes additional direct engagement with stakeholders to better understand their interests and concerns, so these can be factored into its decision making. Examples of the Board’s engagement are set out in the following columns. Information on how stakeholders and other factors were considered in the Board’s principal decisions in 2025 is set out on the following page. Full Board/Other • During 2025, a number of Directors, including the CEO, the CFO and the Chair, met investors at roadshows and in one-on-one and group meetings. • The 2025 AGM and the November 2025 general meeting regarding the harmonised listing structure were digitally-enabled and broadcast live, which allowed the Company’s geographically diverse shareholder base to participate in the meeting and engage with the Board. The digitally-enabled format allowed Directors and shareholders to join from locations across the globe. • Investor reports and financial analysts’ consensus data are made available to the Board. Feedback is regularly provided to the Board by management on their interactions with investors. • The CEO and the CFO, along with other members of management, met governmental agencies and regulators to discuss matters including the pricing of medicines and equitable access. • The CEO and other members of management attended a number of scientific conferences in 2025, relevant to the Company’s main areas of R&D and Commercial activity. • During the 2025 World Economic Forum in Davos, Switzerland, the Chair and senior leaders met with more than 25 governments and participated in four speaking engagements, highlighting the need to advance the sustainable transformation of health systems. • The Chair was elected to the Steering Committee of the European Round Table of Industry (ERT) in May 2025. Through ERT plenaries, as well as Steering Committee and other meetings, the Chair engaged high-level officials from the EU, Denmark, Italy and the UK on strengthening European economic competitiveness and building more resilient and sustainable health systems. • The CEO, CFO and the Chair, regularly engaged with employees through in-person and online events, including ‘townhalls’ and ‘fireside chat’ sessions. Employees had the opportunity to ask questions in advance or during sessions. • As part of its scheduled meetings during the year: – In London, UK, the Board hosted select employees for a lunch. – In Cambridge, UK, the Board met employees, including scientists and commercial teams, and external stakeholders, including academics and scientists. – In Gaithersburg, US, the Board hosted select employees for lunch and hosted a ‘townhall’ meeting. – In Abu Dhabi, UAE, the Board hosted select employees for a dinner, hosted a ‘townhall’ meeting and met external stakeholders, including Abu Dhabi government officials, through a series of site visits and presentations. • The Committees of the Board also engage with employees and other stakeholders on matters within their areas of responsibility. For further information on Board Committees’ engagement activities, see: – Science Committee Report on page 81 – Sustainability Committee Report on page 82 – Audit Committee Report from page 83 – Directors’ Remuneration Report from page 90. AstraZeneca Annual Report & Form 20-F Information 2025 76 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Corporate Governance Report Corporate Governance Report | Connecting with our stakeholders continued

Activities during the year The Committee met seven times during 2025, both virtually and face-to-face. This included a two-day meeting at the AstraZeneca site in Gaithersburg, US where the Committee members engaged with R&D employees over several different sessions. Committee members attended a poster session with scientists from AstraZeneca and Alexion, and held one-to-one meetings with global R&D leaders. The Committee also hosted a lunch with AstraZeneca scientists, including rising stars nominated by various functions, visited the new cell therapy manufacturing site in Rockville, US and completed a lab tour of the AstraZeneca cell therapy research facilities at One MedImmune Way in Gaithersburg, US. Our key areas of focus during the year included: • Company strategy and strategic priorities for R&D: including key prioritised science platforms across R&D (Oncology, BioPharmaceuticals and Rare Disease) and areas of focus for long-term success. • AstraZeneca R&D strategic science capabilities: including the cell therapy strategy across therapy areas, and in-depth reviews of precision therapies (cellular therapies and viral and non-viral gene therapies) and targeted therapies (antibody drug conjugates and radioconjugates). • Business development strategy: engagements with business development teams across all therapy areas to review strategic priorities, opportunities under evaluation and key insights. • Acquisitions and in-licensing agreements: review for the Board the scientific case for acquisition, collaboration and licensing opportunities, including: – Acquisition of EsoBiotec, a biotechnology company pioneering in vivo cell therapies that has demonstrated promising early clinical activity. – A collaboration and licensing agreement with Harbour BioMed to discover multi-specific antibodies. – A collaboration and licensing agreement with Syneron Bio to develop macro-cyclic peptides. • Data science and AI: sessions focused on multimodal foundation models for clinical development and enabling data access for AI as part of a comprehensive multi-meeting process focused on all potential impacts of AI on AstraZeneca R&D. • Corporate scorecard outturn and goal setting: providing insight and feedback to the Remuneration Committee in support of 2025 achievements and 2026 goal setting relating to R&D. Euan Ashley Chair of the Science Committee Chair’s introduction The Science Committee’s (the Committee) core role is to provide assurance to the Board regarding the quality, competitiveness and integrity of the Group’s R&D activities. We achieve this through dialogue with AstraZeneca’s R&D leaders and other scientist employees, as well as visits to our R&D sites throughout the world. Our role is to review and assess: • The approaches we adopt in respect of our chosen therapy areas. • The scientific technology and R&D capabilities we deploy. • The scientific strategy for maintaining our pipeline and competitiveness. • The decision-making processes for R&D projects and programmes. • The quality of our scientists, their career opportunities and talent development. • Benchmarking against industry and scientific best practice, where appropriate. We also periodically review important bioethical issues and assist in the formulation of appropriate policies in relation to such issues, agreeing these on behalf of the Board. The Committee also considers future trends in medical science and technology, and reviews, on behalf of the Board, the R&D aspects of specific business development or acquisition proposals, advising the Board on its conclusions. Science Committee members • Euan Ashley (Chair) • Karen Knudsen1 • Diana Layfield • Tony Mok • Nazneen Rahman • Marcus Wallenberg • EVP, Oncology Haematology R&D2 • EVP, BioPharmaceuticals R&D2 • CEO, Alexion2 1 Appointed as a member of the Committee on 11 April 2025. 2 Co-opted member of the Committee. The full role of the Science Committee is set out in its terms of reference, available at www.astrazeneca.com. “The Science Committee’s core role is to provide assurance to the Board regarding the quality, competitiveness and integrity of the Group’s R&D activities.” AstraZeneca Annual Report & Form 20-F Information 2025 81 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Science Committee Report Science Committee Report

In 2025, the Committee met formally twice and additionally held a dedicated strategy day with key employees leading our global sustainability agenda. These engagements provided valuable insights into the implementation of our strategy across the business and enabled deeper dialogue on emerging priorities. Direct input from colleagues working on the ground helped the Committee better understand both the opportunities and challenges in translating ambition into action. The Committee’s discussions this year focused on several strategic areas: • Scope 3 strategy development: including the transition to next-generation propellants, product decarbonisation, supplier engagement, compensation mechanisms, and target-setting. • Health equity: exploring how our strategy supports access, affordability, and outcomes across diverse populations. • A strategic review of sustainability initiatives: assessing alignment with our broader corporate objectives and impact potential. • Ambition Zero Carbon: evaluating our strategy and targets against the Science Based Targets initiative (SBTi). • Communication of our sustainability strategy: ensuring clarity and consistency in how we share our progress and priorities with stakeholders. • Supporting the Remuneration Committee in its consideration of how the delivery of our sustainability targets is incentivised. This year, we were pleased to welcome Karen Knudsen to the Committee following her appointment to the Board on 11 April 2025. Karen brings significant knowledge of the US healthcare sector and the medical academic landscape, and her insights have already proven valuable. I am grateful for her contributions to the Committee’s discussions and activities. As Chair, I remain proud of the Committee’s contribution to AstraZeneca’s sustainability journey. We are committed to maintaining robust governance, fostering transparency, and supporting the Company in delivering meaningful impact for patients, communities, and the planet. Nazneen Rahman Chair of the Sustainability Committee Chair’s introduction The Sustainability Committee (the Committee) continued its important work during 2025 to oversee the execution of the Company’s sustainability strategy. In addition to this important function, the Committee’s other roles are: • Collaborating with the Audit Committee to review the Company’s regulatory disclosures relating to sustainability and providing information and advice to support the Board and Audit Committee as required. • Overseeing communication of our sustainability activities with our stakeholders. • Monitoring developments and best practice, and providing input to the Board and other Board Committees on sustainability matters as required. • Advising the Remuneration Committee on the Company’s sustainability metrics and targets, and performance against these. Activities during the year Committee meetings and informal interactions with employees provide valuable opportunities for members to engage directly with those responsible for executing AstraZeneca’s sustainability strategy. These exchanges helped the Committee build a deeper understanding of the initiatives underway, their progress, and the individuals driving them – insights we share with the wider Board. Sustainability Committee members • Nazneen Rahman (Chair) • Karen Knudsen1 • Sheri McCoy • Marcus Wallenberg Standing attendees at Committee meetings during 2025 included the: EVP, Global Operations, IT and the Chief Sustainability Officer; and VP, Global Sustainability and SHE. 1 Appointed as a member of the Committee on 11 April 2025. The full role of the Sustainability Committee is set out in its terms of reference, available at www.astrazeneca.com. For more information about sustainability at AstraZeneca, visit www.astrazeneca.com/ sustainability. “The Sustainability Committee continued its important work in 2025 to oversee the execution of the Company’s sustainability strategy.” AstraZeneca Annual Report & Form 20-F Information 2025 82 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Committee Report Sustainability Committee Report

meetings during the year when the Committee reviewed cybersecurity risks. KPMG attended Committee meetings from July 2025 as part of the audit transition post independence, as well as attending some sessions in their role as the sustainability assurance provider. The Committee, and separately the Committee Chair, also meet privately and on an individual basis with attendees which helps ensure the effective flow of material information between the Committee and management. The CEO and other members of the SET attend when required by the Committee. Activities during the year Financial reporting Effective internal controls, appropriate accounting practices and policies, and the exercise of experienced judgement by the Committee and the Board underpin AstraZeneca’s financial reporting integrity. The Committee’s activities in this area in 2025 included: • Reviewing key elements of the Financial Statements and the estimates and judgements contained in the Group’s financial disclosures, as well as considering the appropriateness of management’s and the external auditor’s analysis and conclusions on judgemental accounting matters. The significant financial reporting issues considered are described in detail in the table on pages 88 and 89. Further information on the significant accounting matters considered is included within our Group Accounting Policies from page 129. • Considering the completeness and accuracy of the Group’s reported financial performance against its internal and external key performance indicators on a quarterly and annual basis. • Reviewing the preparation of the Directors’ Viability Statement and considering the adequacy of the analysis supporting the assurance provided by that statement, as well as the going concern assessment and adoption of the going concern basis in preparing this Annual Report and the Financial Statements. • Reviewing quarterly updates from both management and PwC on the programme of activities relating to control over financial reporting and the effectiveness of testing that has been performed across the internal control environment. • Considering the external auditor’s reports on its audit of the Group Financial Statements, as well as reports from management, Global Compliance and the external auditor on the effectiveness of our system of internal controls and, in particular, our internal control over financial reporting. This included consideration of compliance with applicable provisions of the Sarbanes-Oxley Act, in particular, the status of compliance with the programme of internal controls over financial reporting implemented pursuant to section 404 of that Act. • Discussing financial reporting considerations in relation to significant transactions that occurred in the year including the acquisition of EsoBiotec and FibroGen China, the amortisation and impairment of intangible assets, restructuring programmes, the addition of the Product Revenue subtotal and the presentation of Alliance Revenue, Collaboration Revenue and Gross Margin metrics. • Reviewing, with appropriate challenge, the outcomes from the Group’s budgeting and forecasting process for the near term, including capital expenditure projections. The Committee was pleased to receive a formal correspondence from the Financial Reporting Council (FRC), which informed us that the FRC had conducted both a limited scope review of our supplier finance arrangements disclosures in the 2024 Annual Report, as well as a separate review of our reporting against certain principles and provisions of the Code, and concluded with no questions or queries that required our attention. The Committee also noted that the Group received formal communication from the Council for Swedish Financial Reporting Supervision, which had reviewed our 2024 Annual Report and accordingly submitted questions. Following receipt of our responses to these questions, the Council had no further questions and satisfactorily closed the review. Risk identification and management The Committee received quarterly updates on the Company’s risks, which informed the Committee’s agenda and targeted deep‑dive reviews. These activities were complemented by the Committee’s review of the risk management framework (including principal and emerging risks), which enabled the Committee to review and challenge the effectiveness of the Company’s risk management and internal control systems. The Committee also reviewed the Viability Statement and considered, in detail, the validity of each scenario and also assessed whether proposed mitigations were viable. Cybersecurity risk, digital security and information governance The Committee noted that the approach to identifying, assessing and managing cybersecurity risk is integrated within our Group-wide approach to risk management, with failure in information technology and cybersecurity identified as a Principal Risk. The Committee conducted regular reviews of cybersecurity risks, the effectiveness of existing mitigations and the need for additional mitigations. These reviews are supported by senior management, GIA and other assurance providers. Committee overview Committee composition In December 2025, the Board determined the Committee met the UK and US composition requirements by virtue of Philip Broadley, Anna Manz and Birgit Conix having recent and relevant financial experience for the purpose of the Code, having competence in accounting and/or auditing for the purpose of the Disclosure Guidance and Transparency Rules, and being financial experts for the purposes of the Sarbanes-Oxley Act. All Committee members are independent for the purposes of the Code, and all meet the SEC independence criteria. The Committee, as a whole, have competence relevant to the sector in which the Company operates, by virtue of their experience of working in science-driven, healthcare and/or pharmaceutical industries, or as a result of their tenure with AstraZeneca. The Committee members’ qualifications, skills and experience are detailed in their biographies on pages 68 and 69 and meeting attendance is shown on page 67. Role of the Committee The Committee’s responsibilities were updated in the year to include the review of, and reporting to the Board on, matters related to sustainability reporting and the relationship with the sustainability assurance provider. The Committee reports to the Board on the principal matters it considers and any significant concerns it has or that have been reported to it. Attendance at Committee meetings Routine attendees at Committee meetings include the CFO; the Chief Human Resources Officer, Chief Compliance Officer and General Counsel; the VP, Ethics & Transparency and Deputy Chief Compliance Officer; the Deputy General Counsel; the VP, Group Internal Audit; the SVP, Finance, Group Controller and Head of Global Finance Services; and the Company’s external auditor. Diana Layfield attended Committee The full role of the Audit Committee is set out in its terms of reference, available at www.astrazeneca.com. For more information on: The basis of preparation of the Financial Statements on a going concern basis, see page 224 and in the Financial Statements, see page 129. The significant financial reporting issues considered, see the table set out on pages 88 and 89. The Viability Statement, see page 46 and the Principal Risks faced by the Group, see Risk Overview from page 47. Digital technologies, see page 36. AstraZeneca Annual Report & Form 20-F Information 2025 84 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Audit Committee Report Audit Committee Report continued

AstraZeneca operates within the law in all countries where we operate. • The monitoring, review, education and improvements made to support assurance that the risk of modern slavery and human trafficking is eliminated, to the fullest extent possible, from AstraZeneca’s supply chain. • Reports on external developments and enforcement trends and related risk mitigation measures across a variety of risks as well as specific updates from key markets and regions. Internal Audit The Committee reviewed GIA’s activities, including: • Reviewing quarterly reports of work carried out by GIA, including the status of follow-up actions with management. In 2025, GIA provided assurance over compliance with significant policies, plans, procedures, laws and regulations, as well as risk-based audits across a broad range of key business activities and continued its thematic reporting to the business. The 2025 audit plan was aligned to our key active risks and wider risk taxonomy. Separate meetings are arranged to discuss follow-up actions in more depth with specific teams, when required by the Committee. • Carrying out the annual effectiveness review of GIA in late 2025 by considering its performance against the internal audit plan and key activities. • Approving the 2026 internal audit plan, which is aligned to our key active risks and wider risk taxonomy. • Considering the geographic presence, reach and capabilities of GIA and the appropriateness of the Group’s resource allocation for this vital assurance function. The Committee supports GIA’s efforts to deploy its resources in line with the continuously evolving shape and size of the overall organisation and was satisfied with the quality, experience and expertise of the GIA function. An independent External Quality Assessment of GIA is performed every five years and was last performed in 2021. External audit The Company’s external auditor, PwC, provided quarterly reports to the Committee over key audit and accounting matters, and business processes, internal controls and IT systems. The Committee oversaw the conduct, performance and quality of the external audit through its review and challenge of the coverage of the external auditor’s audit plan and monitoring against it. The Committee maintained regular contact with PwC through formal and informal reporting and discussion throughout the year, with a continued focus on maintaining audit efficiency and quality. The Committee also sought management’s feedback on the conduct of the audit and considered the level of and extent to which the auditors challenged management’s assumptions. A number of interactions took place between Committee members and PwC during the year, outside of formal Committee meetings, to enhance the Committee’s understanding of the audit process, including the Committee Chair attending and presenting at PwC’s Account Planning Workshop in March 2025. The Committee reviewed audit and non-audit fees of the external auditor during the year, including the objectivity and independence of the external auditor through the application of the Audit and Audit-Related Services Approval Policy, as described further on pages 86 and 87. Engagement with employees and other stakeholders The Committee regularly interacts with members of management below the SET and seeks wider engagement with the Group’s employees and other stakeholders, during deep dive sessions at formal Committee meetings and as separate engagements. Committee members undertook a mixture of in-person and virtual interactions with a wide range of teams from across the organisation. This included teams from IT/IS, Operations, Finance, International, Sustainability, and Business Development. Committee members visited AstraZeneca sites in Germany and Poland where they engaged with employees from across these markets, including through all-employee townhalls and Q&A sessions, and breakfasts and lunches with small groups of employees. They also received presentations which included introductions to AstraZeneca in these markets and business outlook, examples of AI use and innovation, and insights into different therapy areas and business areas. Philip Broadley also attended the GIA annual conference at the Alexion site in Ireland which provided the opportunity to engage with the wider GIA team. The breadth of these interactions is crucial in enhancing the Committee’s understanding of the business and provides valuable insights into the key issues and challenges relating to, and current and emerging risks associated with, our activities in these areas. Sustainability reporting The Committee is responsible for reviewing the approach, key elements and principal disclosures related to sustainability reporting in the Company’s annual reports, Form 20-F filings and quarterly results announcements. The Committee’s activities in this area included: • Review of the Group’s double materiality assessment, Task Force on Climate-related Financial Disclosures (TCFD) disclosures and the EU Taxonomy disclosures in this Annual Report. These statements, as well as the Sustainability Data Annex, are also reviewed by the Sustainability Committee to support the Committee’s review. • Reviewing quarterly updates by management on proposed and updated regulations by the EU, Sweden, the UK and the International Sustainability Standards Board on sustainability reporting and the Group’s approach to ensure compliant and proportional disclosures in the 2025 Annual Report. • Considering the sustainability assurance provider’s quarterly reports covering assurance work carried out in the period, including any findings and recommendations. The Committee oversaw the conduct and performance of the sustainability assurance provider, KPMG, through its review and challenge of the scoping and assurance plan, and monitoring performance against the plan. The Committee also reviewed the effectiveness of KPMG as the sustainability assurance provider and concluded that the sustainability assurance process was effective for the year ended 31 December 2025. Legal and Compliance The Committee’s activities in this area included reviewing: • Quarterly reports from the Legal function to monitor the status of significant litigation matters and governmental investigations. • Quarterly reports from Global Compliance to provide oversight of key compliance incidents and the dispersion of incidents and related disciplinary actions across markets, business units and management hierarchy. The reports included insights from incidents, assurance activities and related corrective actions taken so that the Committee could assess the effectiveness of controls and monitor and ensure timely remediation. • Reports at each Committee meeting allowing the Committee to continue its close monitoring of the ongoing investigations by Chinese authorities previously reported and described further in Note 30 on page 188. • Reporting on compliance with AstraZeneca’s Code of Ethics to ensure high ethical standards and that For more information on our Code of Ethics and on Anti-bribery and anti-corruption, see pages 34 and 35. AstraZeneca’s Modern Slavery Act Statement is available on our website, www.astrazeneca.com. AstraZeneca Annual Report & Form 20-F Information 2025 85 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Audit Committee Report

Fair, balanced and understandable assessment At the Board’s instruction, the Committee assessed this Annual Report to ensure that, taken as a whole, it is fair, balanced and understandable, and provides necessary information for shareholders to assess the Company’s position and performance, business model and strategy. The Committee reviewed the governance structure and assurance mechanisms for the preparation of this Annual Report and the contributor and SET member verification process. An early draft of this Annual Report was reviewed to assess proposed content and structural changes from the prior year, and to undertake a review of the reporting for the year, following which Committee members provided their individual and collective feedback. In line with its terms of reference, the Committee (alongside the Board) took an active part in reviewing the Company’s quarterly results announcements and considered the Company’s other public disclosures which are managed through its Disclosure Committee (the Committee was updated on matters considered by the Disclosure Committee regularly throughout the year). To aid its review further, the Committee also received a summary of the final Annual Report content, including AstraZeneca’s successes and setbacks during the year and their placement within the document. These processes allowed the Committee to provide assurance to the Board to assist it in making the required statement under the Code, as set out from page 71. Internal controls Information on the Company’s internal controls is included in the Audit, risk and internal control section in the Corporate Governance Report on page 73. During the period covered by this Annual Report there was no change in our internal control over financial reporting that occurred that has materially affected, or is reasonably likely to materially affect, our internal control over financial reporting. At the January 2026 Committee meeting, the CFO presented the conclusions of the evaluation by the CEO and CFO of the effectiveness of our disclosure controls and procedures that is required by Item 15(a) of Form 20-F as at 31 December 2025. Based on their evaluation, the CEO and the CFO concluded that, as at that date, the Company maintained an effective system of disclosure controls and procedures. External auditor PwC is the Company’s external auditor. In April 2025, PwC was reappointed as the Company’s auditor for the financial year ended 31 December 2025, its ninth consecutive year as auditor, having first been appointed for the financial year ended 31 December 2017, following a competitive tender carried out in 2015. Sarah Quinn continued as the lead audit partner at PwC for 2025 following her appointment in January 2022. In February 2025, the Committee recommended, and the Board approved, the appointment of KPMG as the Company’s auditor for the financial year ending 31 December 2026. Accordingly, a resolution to appoint KPMG as auditor will be put to shareholders at the Company’s AGM in April 2026. Audit, audit-related and other assurance services provided by the external auditor The Committee maintains the Audit, Audit-Related and Sustainability Assurance Services Pre-Approval Policy (the Policy) for the pre-approval of all audit, audit-related and other assurance to ensure that the independence of the external auditor is not impaired. Certain audit and audit-related services can be performed by the external auditor, subject to annual fee limits agreed with the Committee in advance. Pre-approved services below a trivial threshold (within the overall annual fee limit) require case-by-case approval by the SVP Finance, Group Controller and Head of Global Finance Services. Pre-approved audit services include the annual financial statement audit (including quarterly and half-year reviews), Sarbanes-Oxley Act section 404 attestation, statutory audits for subsidiary entities, and other procedures which form an opinion on the Group’s Consolidated Financial Statements. The pre-approved audit-related services, which the Committee believes reasonably related to the performance of the audit or review of the Company’s Financial Statements, included certain services required by law or regulation, such as financial statement audits of employee benefit plans and capital market transactions. The Policy prohibits tax services, but allows for audit-related services like assurance on tax regulatory certificates. The CFO (supported by the SVP Finance, Group Controller and Head of Global Finance Services), monitors all services provided by the external auditor. Authority for approving work exceeding the pre-agreed annual fee limits or the trivial threshold is delegated to the Committee Chair. Regular reports are provided to the Committee on the operation of the pre-approval procedures. The Committee welcomes the opportunity to engage directly with employees in these meetings which provide an opportunity to gauge employee sentiment and hear their views directly. The Committee also uses these interactions to communicate the importance it attaches to compliance and our ‘speak up’ culture. Reporting and regulatory environment The Committee has kept abreast of developments in the reporting and regulatory environment. This has included governance and audit reforms in the UK, changes to the UK Listing Rules, and developments in sustainability-related reporting requirements in a number of jurisdictions. The Committee focused considerable effort keeping abreast of proposed and enacted legislation over sustainability reporting, in particular the EU Omnibus 1 proposals simplifying the CSRD reporting requirements, among other changes. The Committee also reviewed the proposals to simplify EU Taxonomy disclosures requirements, as well as developments in the UK’s Sustainability Reporting Standards and the IFRS Sustainability Reporting Standards. Ensuring the quality of external financial and sustainability reporting to shareholders and other stakeholders is paramount to the Committee. This includes its assessment of the annual reports to ensure that, taken as a whole, they are fair, balanced and understandable (for which the process is described on this page). External validation of the Annual Report is an important indicator of the quality of our reporting. Committee performance The Committee conducted the annual evaluation of its own performance, referring to the Committee-specific results of the internal Board effectiveness review. The results were reported to, and discussed with, the Committee and the Board. The overall results of the review were positive, with the Committee described as being very effective. The review noted that the change in the Company’s external auditor would continue to be a key focus area for the Committee over the coming year. AstraZeneca Annual Report & Form 20-F Information 2025 86 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Audit Committee Report Audit Committee Report continued

Further information about the audit and non-audit fees for 2025 is disclosed in Note 31 to the Financial Statements on page 191. All services other than the pre-approved audit and audit-related services, require approval by the Committee on a case-by-case basis. In 2025, PwC provided audit-related services including interim reviews of the results of the Group for the period ended 30 June 2025 and other assurance services. The increase to the statutory audit fee for 2025 is largely driven by scope changes and inflationary increases. Fees for audit-related and other assurance services amounted to 6% of the fees payable to PwC for audit services in 2025 (2024: 10%). The Committee is mindful of the 70% non-audit services fee cap under EU regulation, together with the overall proportion of fees for audit and audit-related services in determining whether to pre-approve such services. Fees for audit-related and other assurance services payable to PwC in 2025 were 6% (2024: 11%) of average audit fees over 2022 to 2024 (2024: 2021 to 2023). PwC were better placed than any alternative provider to provide these services in terms of their familiarity with the Company’s business, skills, capability and efficiency with which they could deliver the relevant services. All such services were either within the scope of the pre-approved services set out in the Policy or were presented to Committee members for pre-approval and all such services were permitted by the FRC Ethical Standard. $33.8m $31.8m 2025 2024 Audit, audit-related and other assurance services Statutory audit fee Audit-related and other assurance services Assessing external audit effectiveness The Committee evaluated PwC’s performance and its compliance with independence criteria under applicable statutory, regulatory, and ethical standards. PwC’s effectiveness was assessed principally against four key factors: judgement; mindset and culture; skills, character and knowledge; and quality control. The assessment also took into account views of senior management within Finance and regular Committee attendees. In evaluating audit quality, the Committee focused on PwC’s effective use of experts and technology, and its appropriate challenge of management’s judgements especially in relation to areas of significant financial reporting issues (as described in the table on pages 88 and 89). Areas reviewed by the Committee included PwC’s extensive and detailed review of the valuations and assumptions related to defined benefit pension valuations, assumptions and calculations over Gross to Net Product Sales, legal settlements in the year, intangible asset assumptions used in cash flow modelling, and the recognition and measurement of uncertain tax liabilities. The Committee concluded that PwC’s audit was effective for the year ended 31 December 2025. External audit transition Following a tender process in 2024, the Committee recommended, and the Board approved, that KPMG be appointed as the external auditor for the financial year ended 31 December 2026, subject to shareholder approval at the 2026 AGM. To ensure a smooth transition from PwC to KPMG, the Committee has monitored the activities of the audit transition, which commenced on 1 May 2025. This included the review of, and the review of the delivery of, plans to ensure KPMG exited all services requiring a one-year ‘cool-in’ period ahead of 1 January 2026, and exited all prohibited services to be fully independent ahead of 1 May 2025. This involved completion of some KPMG engagements without renewal, moving existing KPMG engagements to alternative providers or in-housing other activities. In addition, the Committee considered, and received regular updates on, KPMG’s audit transition plans. KPMG also attended selected Group meetings with management and PwC for the financial year ended 31 December 2025, and is scheduled to review PwC’s 2025 audit files after completion of the audit. The Committee also reviewed and approved updates to the Policy to require pre-approval of any services provided by KPMG outside of services related to their role as the sustainability assurance provider and incoming auditor during the transition period. From 1 May 2025, KPMG is subject to the same pre-approval process, with the SVP Finance, Group Controller and Head of Global Finance Services approving all such services below a trivial threshold, with any services above the threshold requiring Committee Chair approval. All services approved for KPMG in the period are reported to the Audit Committee on a quarterly basis. All such services were either within the scope of the pre-approved services set out in the Policy or were presented to Committee members for pre-approval and all such services were permitted by the FRC Ethical Standard. Fees for sustainability assurance of $2.8m were payable to KPMG for the year ended 31 December 2025, in addition to fees of $0.5m for the audit of subsidiaries and $0.1m for other assurance services. Regulation The Committee considers that the Company has complied with the Competition and Markets Authority’s Statutory Audit Services for Large Companies Market Investigation (Mandatory Use of Competitive Tender Processes and Audit Committee Responsibilities) Order 2014 and the FRC’s Audit Committees and External Audit Minimum Standard in respect of its financial year commencing 1 January 2025. The Committee was also pleased to obtain notification from the FRC that our reporting on the audit tendering process in our 2024 Annual Report served as an example of good practice in accordance with the Code. AstraZeneca Annual Report & Form 20-F Information 2025 87 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Audit Committee Report

Significant financial reporting issues considered by the Committee in 2025 Matter considered Committee’s conclusion and response Valuation of intangible assets See Financial Review from page 50 and Note 11 to the Financial Statements from page 151. The Group carries significant intangible assets on its Consolidated Statement of Financial Position arising from the acquisition of businesses and intellectual property (IP) rights to medicines in development and on the market. Each quarter, the CFO reports on the carrying value of the Group’s intangible assets as well as the specific assets identified as at risk of impairment. For at risk assets, the Committee receives information on the difference between the carrying value and management’s current estimate of discounted future cash flows for these products (the headroom). Products will be identified as ‘at risk’ if the headroom is small or, for medicines in development, there is a significant potentially adverse event such as the publication of clinical trial results, which could significantly alter management’s forecasts. The reviews also cover the impact on any related contingent consideration arising from previous business combinations. The Committee considered the impairment reviews of the Group’s intangible assets. Impairments of $8 million arose in relation to launched products and $210 million in relation to products in development. The Committee assured itself of the integrity of the Group’s accounting policy and valuation models for its assessment and valuation of its intangible assets, including understanding the key assumptions and sensitivities within those models. The Committee also considered the internal and external estimates for the Group’s cost of capital relative to the broader industry. The Committee was satisfied that the Group had appropriately accounted for the identified impairments. Revenue recognition See Financial Review from page 50 and Note 2 to the Financial Statements from page 140. The US is our largest single market and accounted for 43% of our Total Revenue in 2025. Revenue recognition, particularly in the US, is affected by rebates, chargebacks, returns, other revenue accruals and cash discounts. The Committee pays attention to management’s estimates of these items, its analysis of any unusual movements and their impact on revenue recognition. The Committee receives regular reports from management and the external auditor on this complex area. The US market remains highly competitive with diverse marketing and pricing strategies adopted by the Group and its peers. The Committee recognised the close monitoring and control by management of the overall gross-to-net deductions. The Committee reviewed management’s proposal to update the presentation of Total Revenue reporting to add an additional subtotal on the face of the Statement of Comprehensive Income for ‘Product Revenue’ representing the summation of Product Sales and Alliance Revenue. The Committee concurred with management that the additional subtotal of revenue types with similar characteristics reflects the growing importance of Alliance Revenue. Alternative performance measures (APMs) See Financial Review from page 50. AstraZeneca reports APMs to provide helpful supplementary information to the IFRS measures to enable a better understanding of the Group’s financial performance and position. In the current period, net restructuring charges of $237 million were recorded within non-core items once the restructuring programmes were approved. Management carefully analyses the presentation of various items to ensure it is fair and balanced, and follows guidelines issued by the European Securities and Markets Authority and the SEC, as well as FRC thematic reviews. The Committee carefully considered management’s presentation of the non-core items and concurred with management’s presentation. The Committee further considered management’s assessment and recommendation to present the $223 million legal provision costs as non-core items and concurred with management that the presentation was appropriate due to their significance and was consistent with classification in prior years. The Committee reviewed proposed disclosures for non-GAAP items in line with the various regulatory guidance and concurred with management that the presentation enabled additional helpful guidance. Litigation and contingent liabilities   See Note 30 to the Financial Statements from page 181. AstraZeneca is involved in various legal proceedings considered typical to its business and the pharmaceutical industry as a whole, including litigation and investigations relating to product liability, commercial disputes, infringement of IP rights, the validity of certain patents, antitrust law, and sales and marketing practices. The Committee considers the Group’s approach to disclosure of, and any liabilities for, relevant matters. In the current period, net legal provisions of $223 million were recorded for two legal proceedings within non-core items once the criteria for recognising a provision were met. Of the matters the Committee considered in 2025, the more significant included: the defence of the IP litigation for Forxiga and the commercial litigation relating to Seroquel XR and Syntimmune, Inc. The Committee carefully considered the progress of these legal proceedings and the timing of recognition of any provision and concurred with management’s assessment. The Committee was satisfied that the Group was effectively managing its litigation risks including seeking appropriate remedies and continuing to defend its IP rights vigorously. AstraZeneca Annual Report & Form 20-F Information 2025 88 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Audit Committee Report Audit Committee Report continued

Matter considered Committee’s conclusion and response Tax charges and liabilities   See Note 5 to the Financial Statements from page 144.   AstraZeneca’s Approach to Taxation, which was published in December 2025 and covers its approach to governance, risk management and compliance, tax planning, dealing with tax authorities and the level of tax risk the Group is prepared to accept, can be found on our website, www.astrazeneca.com. The Group has business activities around the world and incurs a substantial amount and variety of business taxes. AstraZeneca pays corporate income taxes, customs duties, excise taxes, stamp duties, employment and many other business taxes in all jurisdictions where due. In addition, we collect and pay employee taxes and indirect taxes such as value-added tax. The taxes the Group pays and collects represent a significant contribution to the countries and societies in which we operate. Tax risk can arise from unclear laws and regulations as well as differences in their interpretation. The Committee reviews the Group’s approach to tax, including governance, risk management and compliance, tax planning, dealings with tax authorities and the level of tax risk the Group is prepared to accept. During 2025, the Committee considered the analysis provided by management in light of the emerging tariff situation and the potential impact to the Group and concurred with the presentation and reporting of these items. The Committee was satisfied with the Group’s practices regarding tax liabilities, including, most notably, its response to developments in the corporate income tax environment. Segmental reporting   See the Key Judgement within Note 7 to the Financial Statements from page 147. Management has reviewed the developments in the year and determined the Group continues to operate as a single segment based on key decisions on resource allocation and performance monitoring being carried out at a Group level by the SET. There were no significant changes in the Group’s business during the year. The Committee received reports from management regarding considerations for segmental reporting based on the current operations and management of the business. The Committee considered the analysis provided by management and concurred with management that presenting AstraZeneca’s performance under one segment was appropriate. Retirement benefits See Financial Review from page 50 and Note 22 to the Financial Statements from page 161. Accounting for defined benefit pension and other post-retirement benefits remains an important area of focus. The present value of these liabilities is sensitive to changes in long-term interest rates, future inflation and mortality expectations. The assumptions used to value the liabilities for the Group’s main post-retirement benefit obligations are updated every quarter along with asset valuations. The Group is cognisant of the regulatory environment and local requirements around funding levels and contributions. The Group monitors its defined benefit pension risks and provides input and support to local fiduciaries to ensure requirements are met. The Committee monitors the funding level of the Group’s defined benefit obligations on a quarterly basis, alongside key developments. The Committee was satisfied that the actuarial assumptions used to value liabilities were appropriate during the year. The Committee was reassured by the Group’s engaged and balanced approach to managing the risks associated with its defined benefit obligations including its contribution policy. The Committee reviewed and concurred with management’s accounting and presentation of pension balances. The Committee is aware of the need to adhere to local funding regulations and is satisfied that the Group is complying with requirements. AstraZeneca Annual Report & Form 20-F Information 2025 89 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Audit Committee Report

AstraZeneca Global pharma peers average FTSE 100 European pharma peers average Dec 15 Dec 16 Dec 17 Dec 18 Dec 19 Dec 20 Dec 21 Dec 22 Dec 23 Dec 24 Dec 25 0 100 200 300 400 “We are committed to pay for performance, with stretching targets that align rewards to long‑term shareholder value and our Ambition 2030.” Remuneration Committee members • Sheri McCoy (Chair) • Philip Broadley • Michel Demaré • Diana Layfield1 • Nazneen Rahman 1 Appointed as a member of the Committee on 1 May 2025. On behalf of the Board, I am pleased to present AstraZeneca’s Directors’ Remuneration Report for the year ending 31 December 2025. We continued to advance our science, scale our global footprint and create long-term value for patients, society and shareholders. With Total Revenue of $58.7 billion achieved for 2025 and the growth momentum seen across therapy areas and regions, strong commercial execution has been matched with remarkable pipeline progress in new and existing modalities that we believe will redefine standards of care in the coming years. Our strong performance over the last 10 years is reflected in our total shareholder return (TSR) which, at 307%, has significantly outperformed global and European pharma peer groups (197% and 65%, respectively). The role of the Remuneration Committee is set out in its terms of reference, available at www.astrazeneca.com. We aim to be clear and transparent in how we link the remuneration of our executives to the successful delivery of our strategy and shareholder returns. The Directors’ Remuneration Report contains the following sections: • Chair’s letter, page 90 • Remuneration at a glance, page 94 • How our performance measures for 2026 support the delivery of our strategy, page 95 • How the Remuneration Committee ensures targets are stretching, page 96 • Annual Report on Remuneration, page 97. How we have performed in 2025 Total shareholder return (TSR) 2023 to 20252 +32% 2 Calculated using a three-month calendar average, from 1 October to 31 December, prior to the start and at the end of the relevant period. More information on the TSR peer groups for PSP awards can be found on page 103. Further detail of 2025 commercial and scientific performance can be found in the Strategic Report from page 10. AstraZeneca Global pharmaceutical peers average FTSE 100 European pharmaceutical peers average AstraZeneca Annual Report & Form 20-F Information 2025 90 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report Directors’ Remuneration Report

People and Sustainability We continue to focus on building a culture that attracts and retains diverse, world-class talent, and enables enterprise leadership and innovation at scale. We are investing in skills for the future, including AI and data capabilities, with more than 50,000 employees participating in our ‘Thriving in the Age of AI’ accreditation programme. We continued to enhance succession planning and leadership depth across all therapy areas in support of our strategic commitments. Over 2025, more than 70% of changes within the executive cohort, which includes all employees at vice president level and above, were appointed from internal talent, reflecting the strength of our leadership pipeline and ongoing focus on developing and advancing colleagues. Sustainability remains core to our strategy. We have continued to deliver against our Ambition Zero Carbon, with an 88.1% reduction in Scope 1 and 2 greenhouse gas (GHG) emissions since 2015. We are now focusing on Scope 3 emissions to deliver our ambition to achieve Science Based Net Zero by 2045. We have made good progress with our suppliers, with over 80% of eligible spend from suppliers committed to science-based targets. We have also announced the world-first approval for medicines containing a next-generation propellant (NGP) with near-zero global warming potential. Further information on our progress in relation to our sustainability agenda can be found in the Annual Report in section People and Sustainability from page 40. AstraZeneca’s 2025 performance Science and Innovation 2025 has seen continued strong scientific momentum in delivering our medicines to patients with the delivery of 97 regulatory events, with 69 contributing to the Group scorecard, which is 15 more than our target set at the beginning of the year. These included Datroway in China, Calquence and Imfinzi in Japan, and Airsupra in the US. AstraZeneca’s pipeline is in a catalyst‑rich phase across all therapy areas, with 85% of programmes in the pipeline delivering positive news. These included studies under Enhertu, Tagrisso, baxdrostat, laroprovstat and gefurulimab. Further details on the advancement of our medicines is provided in the Therapy Area Review from page 12 of the Annual Report. Growth and Therapy Area Leadership The Group has seen strong growth across all therapy areas, supported by a diverse and broad-based business. Total Revenue increased by 9% (8% at CER) to $58,739 million, Oncology Total Revenue increased by 15% (14% at CER) to $25,619 million, BioPharmaceuticals Total Revenue increased by 5% (5% at CER) to $22,995 million and Total Revenue from Rare Disease medicines increased by 4% (4% at CER) to $9,126 million. This growth was powered by the Operations teams across the business collectively delivering 217 successful on-time market launches across the year. Further details on the 2025 financial results can be found in this Annual Report from page 50. Delivery against strategy – 2025 Group scorecard performance1 Target 2025 outcome Science and Innovation: Annual pipeline progression Pipeline progression events 29 36 Regulatory events 54 69 Growth and Therapy Area Leadership2 Total Revenue $58.2bn $59.0bn Achieve Group Financial Targets Cash flow3 $11.3bn $11.9bn Core EPS4 $9.10 $9.24 1 For details of the Committee’s consideration of Group scorecard outcomes and a description of performance measures, see from page 99. 2 Total Revenue target and outcome are at 2025 budget rates of exchange. 3 The Cash flow measure is set and evaluated at the actual exchange rate and is evaluated by reference to net cash flow from operating activities less capital expenditure, adding back proceeds from disposal of intangible assets. 4 Core EPS target and outcome are at 2025 budget rates of exchange. AstraZeneca Annual Report & Form 20-F Information 2025 91 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report

TSR Implementation of the Remuneration Policy for 2026 Base pay for the CEO and CFO has been reviewed in line with our Remuneration Policy and will increase by 4%, in line with the average salary increases for the wider workforce in the UK. Our emphasis remains on delivering performance-related pay and setting stretching targets. Our short and long-term incentive structures remain unchanged, maintaining continuity and alignment with Ambition 2030. We have made a minor adjustment to the Sustainability metric for the 2026 PSP. Our commitment to reducing value chain emissions remains unchanged, for the 2026 PSP we will be focussing in on the NGP transition, as set out in more detail on page 105. There are no changes to executive remuneration arrangements relating to the harmonisation of our listing structure. Annual General Meeting and shareholder engagement The Committee was pleased that the 2024 Directors’ Remuneration Report received support from 96.4% of shareholders at the Company’s 2025 Annual General Meeting (AGM). We were also pleased to receive a 99.36% vote in support of the harmonisation of our global listing to provide access to the broadest available pool of capital to enable our next phase of growth. Following the AGM, we have undertaken extensive engagement with shareholders and proxy advisors to discuss our executive remuneration arrangements. We reached shareholders representing over 44.5% of our issued share capital, through written communications and meetings with several of our top shareholders and proxy advisors. We are grateful for the time investors have spent with us and welcome their ongoing feedback. Throughout this engagement we reiterated our commitment to the clear linkage between pay outcomes and performance delivered for investors, and used this year’s consultation period as an early opportunity to gather shareholders’ initial views on what we should be considering as we look ahead to reviewing our Remuneration Policy for approval in 2027. 2025 Remuneration outcomes Our remuneration decisions continue to be anchored in rigorous performance assessment. When approving annual bonus outcomes, we therefore considered the Group scorecard along with the business and individual performance over 2025 including other achievements across the enterprise such as advancing our People and Sustainability priorities. In that context, the Committee believes that the payments outlined below fairly reflect performance. Annual bonus When determining bonus outturns, the Committee considered the formulaic outcome from the Group scorecard along with wider business and individual impact and performance in 2025. This included consideration of Pascal’s leadership of external strategy, investment, science momentum and sustainability; and Aradhana’s success in ensuring financial resilience and operating leverage. The Committee determined to award an annual bonus equivalent to 184% of target (92% of maximum) to Mr Pascal Soriot and 162% of target (81% of maximum) to Dr Aradhana Sarin (equivalent to 276% and 162% of base pay respectively). Details of the factors considered to determine the bonuses are provided from page 99. These outcomes align with the bonuses (as a percentage of maximum) paid to higher performing colleagues in the wider workforce. Long-term incentives Our long-term incentive (LTI) targets were set at a stretch level to incentivise and reward sustainable outperformance and as a result of three very strong years, our 2023 award will vest towards the upper end of the possible range. The three-year performance period for PSP awards granted to our senior leaders in 2023, ended on 31 December 2025. Awards for all participants will vest at 97% of maximum, as shown from page 102, and reflects continued strong performance. Achieved Science and Innovation: Annual pipeline progression 85% Growth and Therapy Area Leadership 72% Achieve Group Financial Targets 66% Achieved Achieved Science and Innovation: First approvals and NME volume over three years 100% Growth and Therapy Area Leadership 100% Net Cash flow 100% Relative TSR 84% Sustainability: Ambition Zero Carbon 100% Achieved 1 When determining bonus outturns, the Committee considered the formulaic outcome from the Group scorecard along with wider business and individual impact and performance in 2025, including sustainability achievements. 2025 Annual bonus scorecard performance1 2023 PSP performance AstraZeneca Annual Report & Form 20-F Information 2025 92 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report Directors’ Remuneration Report continued

Global pharmaceuticals1 European pharmaceuticals2 Global Median £13.9m AstraZeneca £11.74m Positioning of our CEO against our pharmaceutical peers Target Total Direct Compensation (base pay, target annual bonus and target LTI) 0 2 4 6 8 10 12 14 16 18 20 (£m) incentives across the organisation, including eligibility, vehicle mix and performance alignment. The Committee actively considers relevant data to ensure equitable pay decisions and incentive outcomes, and supports management’s ongoing activities to embed bias-free reward decision making, strengthen manager capability and evolve tools that enable fair and consistent outcomes across geographies, job families and the entirety of our workforce. We have sustained our commitment to setting performance targets that are aligned to our strategy, transparent, stretching and rigorously approved. We apply a comprehensive and robust process working in tandem with the Science, Sustainability and Audit Committees, along with our external advisors to set stretching targets and to assess outcomes in the context of our internal ambitions and market consensus. We believe our pay for performance approach has been an important factor in supporting AstraZeneca’s success. In addition to overseeing the individual reward arrangements for the Chair, Executive Directors, SET and Company Secretary, the Committee has spent time reviewing the reward in place for our critical talent and individuals with potential to become SET members to ensure that we are utilising the Policy appropriately. This is particularly important given the pressures we face in demand for our talent on a global basis. Next steps We trust that this Remuneration Report provides a clear explanation of how the Policy has been implemented in 2025 and how remuneration outcomes reflect performance. We ask for your support for the Directors’ Remuneration Report at the Company’s AGM in April 2026, and we welcome your continued dialogue and feedback. Sheri McCoy Chair of the Remuneration Committee During these discussions we highlighted a key challenge we face relating to pay compression. The Policy provides the overarching framework for reward across all AstraZeneca employees globally and is designed to enable us to attract and retain talent at all levels, countries and functions. The CEO’s maximum variable opportunity sets an effective ceiling for reward, which presents challenges when recruiting and retaining senior executive roles below the CEO level. Independent market data shows that LTI opportunities for global top R&D executives at the median and upper quartile are materially higher than UK market norms. Our track record of strong performance means our leaders are highly visible and regularly targeted by competitors, underscoring the importance of our Policy enabling competitive reward globally while managing pay compression risks below Executive Director level. Given our size, complexity, global footprint, the pay compression dynamics outlined above, and the realities of our talent market, we consider global pharmaceutical peers as the most relevant peer group when benchmarking executive remuneration. External market data indicates that our CEO’s target total direct compensation remains below the global median and we aspire to close this gap over time. Our Policy will be due for renewal at the 2027 AGM. We look forward to continuing our engagement with shareholders over the course of next year as we evaluate how we can ensure that our Policy allows us to offer market competitive remuneration for our key talent at Board level and below, while maintaining our strong focus on pay for performance to incentivise the sustainable value creation for our shareholders over the long term. Key Committee activities in 2025 In May 2025, the Committee welcomed Diana Layfield, a member of the Board and the Science Committee since 2020 to the Remuneration Committee. AstraZeneca remains committed to equitable and market-competitive total reward for our global workforce. In 2025, the Committee continued to review information regarding the participation and design of long-term 1 Global pharma peer group consists of: AbbVie Inc., Amgen Inc., BMS, Eli Lilly and Co, Gilead Sciences Inc., Johnson & Johnson, Merck & Co. Inc. and Pfizer Inc. 2 European pharma peer group consists of: Bayer Aktiengesellschaft, GSK plc, Merck KGaA, Novartis AG, Novo Nordisk A/S, Roche Holding AG and Sanofi. Remuneration includes base pay, target annual bonus and the expected value of LTI awards. Benchmarking data has been provided by the Committee’s independent adviser. AstraZeneca Annual Report & Form 20-F Information 2025 93 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report

CEO CFO £0 £5,000 £10,000 £15,000 £20,000 £ʼ000 £7,846 £17,696 Executive Directorʼ realised pay 2025 outcomes Share price appreciation on long-term incentive awards PSP (subject to a 2-year holding period) Annual bonus (50% subject to deferral for 3 years) Fixed pay CEO fixed vs performance-linked (%) 33% Short-term 67% Long-term Fixed 9% Performance-linked 91% Base pay Benefits fund Pension Annual bonus – cash Annual bonus – shares PSP CFO fixed vs performance-linked (%) 36% Short-term 64% Long-term Fixed 13% Performance-linked 87% Base salary Benefits fund Pension Annual bonus – cash Annual bonus – shares PSP Annual bonus (halved)1 PSP ʼ26 Executive Directorsʼ variable pay Performance period Deferral period Holding period ʼ27 ʼ28 ʼ29 ʼ30 See from page 97 for further information on the annual bonus and PSP outcome. When determining bonus awards, the Committee considered the formulaic outcome from the Group scorecard along with wider business and individual impact and performance in 2025, including Sustainability achievements. Fixed pay consists of base pay and benefits funding. Further information on Executive Directors’ realised pay for 2025 is on page 97. Based on maximum payout scenarios for the CEO assuming maximum of 300% and 850% of base pay for annual bonus and PSP respectively. Based on maximum payout scenarios for the CFO assuming maximum of 200% and 550% of base pay for annual bonus and PSP respectively. 1 Half of the annual bonus is deferred for three years. See from page 99 for further details on plan design. Group scorecard performance Achieved 73.5% of max Not Achieved 26.5% 2023 PSP performance Achieved 97% Lapsed 3% Fixed remuneration Annual bonus Long-term incentives Shareholding requirement Post-cessation shareholding requirement Pascal Soriot (CEO) Base pay: £1,606,887 Benefits fund Pension: £176,758 (equivalent to 11% of base pay) Max: 300% base pay Target: 150% base pay Deferred: 50% for three years Max: 850% base pay Performance period: three years Holding period: two years Holding requirement: 1,150% base pay Holding requirement 1,150% base pay for two years post-cessation Aradhana Sarin (CFO) Base pay: £1,029,137 Benefits fund Pension: £113,205 (equivalent to 11% of base pay) Max: 200% base pay Target: 100% base pay Deferred: 50% for three years Max: 550% base pay Performance period: three years Holding period: two years Holding requirement: 750% base pay Holding requirement: 750% base pay for two years post-cessation What our Executive Executive Directors’ realised pay 2025 outcomes Directors earned Formulaic outcome of 2025 Group scorecard and 2023 PSP Looking ahead Executive Directors’ remuneration for 2026 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report AstraZeneca Annual Report & Form 20-F Information 2025 94 Remuneration at a glance

Our focus on incentivising innovative science aligns with our patient-centric culture, as we strive to push the boundaries of science to deliver life-changing medicines to patients. The 2026 performance measures are closely aligned with our strategic priorities, as shown below. AstraZeneca aims to continue to deliver great medicines to patients while maintaining cost discipline and a flexible cost base, driving operating leverage and increased cash generation. To incentivise and reward delivery of great performance over the short and longer term, the Committee carefully considers the balance of science, financial and sustainability measures between the annual bonus and PSP. Strategic pillar  Science and Innovation Remuneration performance measures Science indices Our science measures incentivise the development of NMEs and the maximisation of the potential of existing medicines. Bonus performance is assessed on pipeline progressions through Phase II and Phase III clinical trials. These reflect the outcome of nearer-term strategic investment decisions. As registrational Phase II trials become more common practice (for example in relation to cell therapy), pipeline progression events for bonus performance includes pivotal investment decisions for registrational Phase II and Phase III trials. In contrast, PSP performance is assessed on the volume of NMEs in Phase III and the registration stage, which reflects the outcome of longer-term strategic investment decisions. Additionally, we measure regulatory submissions and approvals for bonus, and regulatory approvals for PSP to drive the conversion of scientific progress into commercial revenue over the short term (bonus) and the longer term (PSP). Together, these science measures incentivise innovation and sustainable success along the length and breadth of the pipeline, leading to commercial growth. Strategic pillar People and Sustainability We are committed to people and making a difference to society. Assessment of performance against this pillar is captured through our holistic review of each Executive Director’s individual performance (detailed on pages 100 and 101) as part of the final determination of annual bonus, including consideration of our progress against our People and Sustainability aspirations: • Deliver a great employee experience by promoting inclusion and diversity and fostering personal growth and enterprise leadership. • Leading on climate, equity and resilience by accelerating Ambition Zero Carbon, leading in addressing the connection between climate and health, and driving health equity and system resilience. • Enabling an agile organisation by developing and implementing Gen AI strategy, investing in site footprint and workplaces, and simplifying processes. Value Chain Emissions This measure supports our ambition to reducing our Scope 3 GHG emissions in our value chain and the 2026 PSP, focuses on emissions reductions due to the NGP transition, adopting a carbon intensity metric expressed as kilograms of CO2 equivalent per pMDI device. Strategic pillar  Growth and Therapy Area Leadership Remuneration performance measures Total Revenue Our Total Revenue measure is included in the bonus and the PSP, reflecting the importance of incentivising sustainable growth in both the short and longer term. For more information about our strategic priorities, see from page 10. For more information about the 2026 performance measures, see from page 105. Financial targets  Achieve Group Financial Targets Remuneration performance measures Cash flow Ensures that we can sustain investment in our pipeline and therapy areas while at the same time meeting our capital allocation priorities. Cash flow is included in both the bonus and the PSP, ensuring a focus on both shorter-and longer-term cash flow generation and balance sheet strength. Core EPS Incentivises operational efficiency and cost discipline and remains a key measure of our profitability and a focus for our investors. Total Shareholder Return (TSR) Assessed relative to our peer group of companies, the TSR measure rewards positive performance that our shareholders also directly benefit from. This measure incentivises outperformance versus our peer group and promotes the delivery of long-term sustainable returns for our shareholders. Key Annual bonus PSP KPI AstraZeneca Annual Report & Form 20-F Information 2025 95 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report How our performance measures for 2026 support the delivery of our strategy

We set stretching targets that incentivise our leaders to deliver exceptional performance, and to drive sustainable results for our patients, our employees and our shareholders. For the 2026 targets: • The Committee has reviewed the proposed targets against internal and external forecasts, including market consensus and peer group performance, and is comfortable that the level of stretch promotes truly exceptional performance in line with the delivery of the Ambition 2030. • Financial performance goals under the 2026 Group scorecard and PSP would require achievement and growth in excess of the average expected of the industry, particularly when taking the significant capital investment expected to be made during the performance period. Consistent with our approach in prior years, we undertake the following robust process when setting annual bonus and PSP targets and assessing outcomes: Stage 1 – Target setting Science targets are based on a cohort of scientific opportunities specified at the start of the performance period. Opportunities represent potential achievements through the pipeline, from an early stage where our scientists work to discover new molecules, through to ultimately obtaining approvals and getting new medicines to patients. Rewarding success at each stage recognises the importance of creating and maintaining a long-term sustainable pipeline. Stretch of proposed targets is reviewed by the Science Committee, taking into account factors such as the expected net present value of the pipeline and the anticipated financial contribution it will make, past performance, the external regulatory environment, and internal resourcing and efficiencies. Targets for realisation of these opportunities are ambitious. The outlook for the delivery of the pipeline is increasingly challenging given the rising proportion of new modalities and innovation, representing previously untested science. Proposed targets for the Sustainability measure are reviewed and endorsed by the Sustainability Committee and exceed the 1.5°C Paris Agreement glide path. Our decarbonisation ambitions are increasingly challenging to deliver in the context of broader enterprise growth, particularly the higher supply volumes required to fulfil demand for our medicines. Financial target metrics align to the Board-approved Mid-Term Plan (MTP), which sets the financial framework over three years. The MTP process includes detailed business reviews to challenge plans and efficiencies. The Committee sets targets considering consensus expectations, independent analytics, and anticipated challenges and opportunities. Total Revenue and Core EPS are set and assessed at budget exchange rates to neutralise currency impacts; the Committee also compares targets to prior plans at constant exchange rates to ensure ambitious growth. Where consensus differs from internal forecasts, the Committee investigates drivers (as an example, capital expenditure assumptions). This range of data is used by the Committee to ensure the stretching nature of performance targets is robustly tested. Additionally, the PSP TSR measure is designed to reward strong performance relative to our peers. Stage 2 – Committee review and approval of targets The Committee thoroughly reviews and challenges targets proposed by management, working in partnership with the Science and Sustainability Committees to ensure targets are stretching and robust. The Committee is provided with considerable supporting material for each metric and receives briefings from senior leaders across AstraZeneca. The science measures are reviewed and endorsed by the Science Committee, with a focus on ensuring that the targets will result in long-term sustainable value creation, and the Committee reviews and approves the full cohort of opportunities. The sustainability metric within the PSP is aligned to our Ambition Zero Carbon goal and reflects the importance of decarbonisation, with a focus on value chain (Scope 3) GHG emissions. The sustainability metric has been reviewed and endorsed by our Sustainability Committee. Committee members participate in the full Board discussions on the strategy, MTP and budget, which form the basis for the targets. The Committee considers how proposed financial targets align with the MTP and budget; prior years’ outcomes (in absolute terms and against target); how the ambition has changed from the prior MTP and budget; external guidance the Company has provided or plans to give; consensus from external financial analysts and factors it may be impacted by; and the underlying assumptions. Statistical analysis conducted by the Committee’s independent adviser is also used to assess the proposals. This includes an assessment of historical levels of performance volatility. Stage 3 – Performance assessment At the end of the period, final performance against each metric is assessed. Outcomes are calculated based on performance against each weighted metric. Each performance measure is assessed on a standalone basis, so that underperformance against one measure cannot be compensated for by overperformance against another. Data for the metrics is taken from the Group’s financial reports which are reviewed by the Audit Committee and approved by the Board. The Science Committee independently considers and informs the Committee whether science achievements represent a fair and balanced outcome, reflecting genuine achievements and pipeline progression. The sustainability metric within the PSP is validated by the Sustainability Committee. Apart from Cash flow, which is set at actual rates of exchange, financial metrics are set at budget rates of exchange and evaluated at those rates at year end, which means they are not directly comparable year-on-year. The Committee is, however, provided with data to allow it to conduct year-on-year analyses. Stage 4 – Determination of Executive Directors’ bonuses For annual bonus, the fairness of the formulaic Group scorecard outcome is considered in the context of overall business performance and the experience of shareholders. Such considerations include TSR performance and each Executive Director’s personal impact on the delivery of the strategy, wider Sustainability performance and other organisational achievements, such as the realisation of technology-based milestones. Each year, there are important individual deliverables beyond the scorecard metrics which are taken into account when determining individual bonuses. Having considered the Group scorecard outcome, overall business performance, the experience of shareholders and individual performance, as detailed from page 100, the Committee carefully determines a final bonus outcome for each Executive Director that is considered fair and appropriate for the year’s performance, and is in the best interests of shareholders. AstraZeneca Annual Report & Form 20-F Information 2025 96 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report How the Remuneration Committee ensures targets are stretching

The elements within the Executive Directors’ realised pay are colour coded: • Fixed remuneration has a light blue border and is found on page 98. • Annual bonus has a yellow border and can be found on pages 98 to 102. • Long-term incentives (LTIs) has a magenta border and can be found on pages 102 to 105. Executive Directors’ remuneration This section of the Directors’ Remuneration Report sets out the Executive Directors’ remuneration for the year ended 31 December 2025, alongside the remuneration that will be paid to Executive Directors during 2026. Audited Executive Directors’ realised pay for 2025 (single total figure of remuneration) The table below sets out all elements of realised pay receivable by the Executive Directors in respect of the year ended 31 December 2025, alongside comparator figures for 2024. This includes the vesting of PSP awards from 2023 following the three-year performance period. These shares are subject to a further two-year holding period. The increase in AstraZeneca’s share price over the period of grant to vest has provided the Executive Directors with a significant increase in value of the equity components of their reward. £1,981,570 of Mr Soriot’s and £878,592 of Dr Sarin’s 2025 realised pay is attributable to share price increases. The benefit of the increased share price has also been experienced by shareholders. The Committee did not exercise any discretion in relation to the LTI outcomes or the formulaic outcome of the Group scorecard. £’000 Base pay Taxable benefits Pension Other Total fixed Annual bonus Long-term incentives1 Total variable Single total figure Share price appreciation as % of single total figure Pascal Soriot 2025 1,545 143 170 – 1,858 4,259 11,579 15,838 17,696 11% 2024 1,486 138 163 – 1,787 3,499 11,345 14,844 16,631 9% Aradhana Sarin 2025 990 10 109 – 1,109 1,603 5,134 6,737 7,846 11% 2024 951 14 105 – 1,070 1,494 5,030 6,524 7,594 9% 1 Long-term incentive values disclosed in 2024 have been recalculated using the average closing share price for the three months ended 31 December 2025. See page 102. The following sections provide further detail on the figures in the above table, including the underlying calculations and assumptions and the Committee’s performance assessments for variable remuneration. The Annual bonus section is set out from page 98 to 102 and the Long-term incentives section from page 102 to 105. Information about the Executive Directors’ remuneration arrangements for the coming year, ending 31 December 2026, is highlighted in grey boxes. Planned implementation for 2026 Content contained within a grey box indicates planned implementation for 2026. Audited information Audited Content contained within the Audited panel indicates that all the information within has been subject to audit. Key: AstraZeneca Annual Report & Form 20-F Information 2025 97 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report Annual Report on Remuneration

Annual bonus 2025 Annual bonus Annual bonuses earned in respect of performance during 2025 are included in the realised pay table. Detailed information on the Committee’s approach to target setting and assessment of performance is set out from page 96. Half of the Executive Directors’ pre-tax bonus is compulsorily deferred into Ordinary Shares which are released three years from the date of deferral. Bonuses are not pensionable. Taxable benefits The totals within taxable benefits include the CEO’s allowance under AstraZeneca’s UK Flexible Benefits Programme, under which he can select benefits or take his allowance, or any proportion remaining after the selection of benefits, in cash (£120,231 taken as cash). In 2025, benefits included additional healthcare/death in service insurance, as well as personal tax advice. The value of this personal tax advice provided to each Executive Director in 2025 was £17,891 and £8,656 for the CEO and CFO respectively. Fixed remuneration Base pay When awarding base pay increases, the Committee considers, among other factors, base pay increases applied across the UK employee population. The increase to the current Executive Directors’ base pay for 2026 will be in line with the UK all-employee base pay budget at 4%. Pension The Executive Directors receive a pension allowance of 11% of base pay, in line with the wider UK workforce. During 2025, the Executive Directors took their pension allowance as a cash alternative to participation in a defined contribution pension scheme. Neither of the Executive Directors has a prospective entitlement to a defined benefit pension by reason of qualifying service. Audited Audited Audited Audited Annual bonus in respect of performance during 2025 Bonus potential as % of base pay Bonus payable in cash Bonus deferred into shares Total bonus £’000 Target Maximum awarded Pascal Soriot 150% 300% 2,129.5 2,129.5 4,259 92% max Aradhana Sarin 100% 200% 801.5 801.5 1,603 81% max 2025 2026 £’000 Total taxable benefits Taxable benefits Pascal Soriot 143 In line with 2025 Aradhana Sarin 10 In line with 2025 2025 2026 £’000 Change from 2024 Base pay Change from 2025 Base pay Pascal Soriot 4% 1,545 4% 1,607 Aradhana Sarin 4% 990 4% 1,029 2025 2026 £’000 Pensionable base pay Pension allowance Cash in lieu of pension Pension allowance Pascal Soriot 1,545 11% of base pay 170 11% of base pay Aradhana Sarin 990 11% of base pay 109 11% of base pay AstraZeneca Annual Report & Form 20-F Information 2025 98 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report Annual Report on Remuneration continued

2025 Group scorecard assessment Performance against the 2025 Group scorecard is set out below. The Group scorecard is used in the determination of bonus payouts for all AstraZeneca employees. Each metric within the scorecard is assessed on a standalone basis and has a defined payout range. Performance below the specified threshold level for a metric will result in 0% payout for that metric. 100% of target bonus will pay out for on-target performance, and 200% of target bonus will pay out for performance at or above maximum. Performance between threshold and maximum is assessed on a pro rata basis. Maximum bonus payouts for the CEO and CFO for 2025 were capped at 300% and 200% of base pay respectively. The payout range for each metric is capped in line with each Executive Director’s maximum bonus opportunity to ensure underperformance against one metric cannot be compensated for by overachievement against another. The table below shows the scorecard formulaic outcomes for the CEO and CFO as a percentage of target bonus. 2025 Group scorecard performance measures and metrics Weighting Threshold (0% payout) Target (100% payout) Maximum (200% payout) Outcome Formulaic outcome (% of target bonus) Science and Innovation measures  Science and Innovation: Annual pipeline progression Pipeline progression events 15% 15 29 44 36 22% Regulatory events 15% 38 54 70 69 29% Subtotal – Science and Innovation measures 30% 51% Financial measures  Growth and Therapy Area Leadership Total Revenue ($bn) 30% 56.5 58.2 60.0 59.0 43% Achieve Group Financial Targets Cash flow ($bn) 20% 9.6 11.3 13.0 11.9 27% Core EPS ($) 20% 8.65 9.10 9.56 9.24 26% Subtotal – Financial measures 70% 96% Total 100% 147% Key: Bar charts are indicative of 2025 performance; scales do not start from zero. Due to rounding, the total formulaic outcome differs from the arithmetic total of the individual metric outcomes disclosed above. Pipeline progression events include Phase II starts and progressions, and NME and life-cycle management (LCM) positive pivotal trial investment decisions. Regulatory events include NME and major LCM regional submissions and approvals. Further detail on our Science and Innovation strategic priority and these events is included from page 10 of this Annual Report. In 2025, the Growth and Therapy Area Leadership measure was based on Total Revenue. The Total Revenue and Core EPS measures are both set and evaluated at budget exchange rates at the beginning of the year and evaluated at those rates at the end of the performance period, so that any beneficial or adverse movements in currency, which are outside the Company’s control, do not impact reward outcomes. The Cash flow measure is set and evaluated at the actual exchange rate and is evaluated by reference to net cash flow from operating activities less capital expenditure, adding back proceeds from disposal of intangible assets, to be fully transparent with all elements easily derived from the Group IFRS Cash Flow Statement. Annual bonus continued Audited AstraZeneca Annual Report & Form 20-F Information 2025 99 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report

Overall assessment During 2025, the Executive Directors’ individual performance was assessed in the following key areas which align with the Company’s objectives. Pascal Soriot In a year marked by significant geopolitical uncertainty, Mr Soriot successfully led AstraZeneca to deliver exceptional growth and another set of strong results, advancing AstraZeneca towards Ambition 2030 and helping to reshape the future of healthcare. Key achievements considered by the Committee are set out below. Growth and Therapy Area Leadership Over 2025, Mr Soriot has fostered collaboration and shaped groundbreaking agreements with governments and policy makers which have supported the strategic business and policy priorities, enabling future growth for AstraZeneca. These included an industry leading agreement with the US government providing greater clarity over pricing and lowering the prices of medicines for many patients in the US, engagements with the Chinese government and science leaders reinforcing AstraZeneca’s long-term commitment to China, and announcements of some of the largest R&D and manufacturing investments in AstraZeneca’s history at a number of strategic locations globally. Under Mr Soriot’s leadership, AstraZeneca delivered more medicines to patients around the world in 2025 than ever before, reflected in Total Revenue for the year increasing by 9% to $58.7 billion. Science and Innovation Under Mr Soriot’s leadership in 2025, significant progress has been made with transformative modalities which will drive Ambition 2030. This included capitalising on new pipeline opportunities in weight management, radioconjugates and next generation immunology bispecifics. The Company also expanded efforts in genomic medicine and cell therapy including the highly competitive acquisition of EsoBiotec. Mr Soriot has continued to bring his judgement to bear in relation to investments in the pipeline which has resulted in industry-leading momentum across all therapy areas. 2025 saw an unprecedented proportion of programmes in the pipeline delivering positive news, including 16 Phase III positive clinical readouts. Results to highlight include the delivery of strong clinical data on surovatamig (which has the potential to become a backbone standard of care across six haematologic malignancies) and the acceleration of baxdrostat from Phase II acquisition to delivery of Phase III data and regulatory filing in two years. Other notable studies with positive readouts included Enhertu, Tagrisso, laroprovstat and gefurulimab. 2025 also saw the approval of Beyonttra, the ninth of the 20 new medicines AstraZeneca hopes to deliver by 2030. People and Sustainability Mr Soriot has continued to champion a culture of learning and growth across the enterprise, sponsoring a range of learning and development offerings that enable employees and leaders to perform, grow, adapt and belong. In 2025, key investments have been made to build on team members’ strengths and accelerate the ability to deliver the 2030 Ambition. Programmes include “Leading Ambition 2030” targeted at senior leaders, “Thriving in the Age of AI”, with over 102,000 certificates awarded across the levels of accreditation in 2025, and “Manager in Action” in which over 1,800 line managers have participated so far. With AI reshaping the pace of science and business, Mr Soriot announced the creation of a dedicated Enterprise AI unit which will rapidly advance enterprise AI transformation. This unit will deliver a single data foundation and accelerate high value AI initiatives that will enable the delivery of Ambition 2030. Externally, AstraZeneca retained the EcoVadis Gold Medal ranking; was recognised for bold sustainability leadership as one of the top 20 Times Most Sustainable Companies, ranking in the 2025 FT Europe Climate Leaders List, inclusion in TIME World’s Best Companies 2025, along with rankings in the Forbes World’s Top Companies for Women, Forbes World’s Best Employers, TIME World’s Best Companies and the Financial Times Diversity Leaders 2026. Internally, Mr Soriot has ensured focus remains on industry-leading progress for Ambition Zero Carbon with Scope 1 and Scope 2 Greenhouse Gas (GHG) reductions being ahead of the target for the end of 2025. 2025 also saw the first regulatory approvals for the transition of the portfolio of inhaled medicines to the innovative next-generation propellant with near-zero Global Warming Potential, progressing AstraZeneca’s Scope 3 GHG decarbonisation strategy. Annual bonus continued Audited AstraZeneca Annual Report & Form 20-F Information 2025 100 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report Annual Report on Remuneration continued

Aradhana Sarin Key achievements considered by the Committee in relation to Dr Sarin’s performance are set out below. Performance delivery Under Dr Sarin’s leadership, the Finance function enabled the delivery of another year of robust results. She steered the Company through headwinds including the impact of the Inflation Reduction Act in the US, provided guidance on multiple business development transactions, capital allocation decisions on Capex projects, and post-acquisition integration and risk management. Dr Sarin successfully led teams focusing on the automation of controls and testing of AI projects for invoice matching and journal entry which will be scaled through the enterprise. Over 2025, Dr Sarin took on leadership roles in a number of significant projects including US listing harmonisation, US Tariff analysis and mitigation plans, Most Favoured Nation pricing analysis, and negotiations for investments in the US and China, all of which pave a path for future growth and innovation. Building a Finance Function of the Future In a year where it has become more important than ever to invest in data foundations and technology, under Dr Sarin’s leadership, Global Business Services (GBS) has continued to deliver for the enterprise, delivering annual savings of $40 million and freeing up resources. GBS has successfully evolved from a scaled functional service provider into a transformation engine. The enterprise-wide deployment of ServiceNow across 60+ services has unified service management into a single, cohesive framework and the completion of the comprehensive process documentation has created a foundation for process re-engineering and AI-readiness at scale, yielding over 70 optimisation initiatives, directly contributing to a 9% increase in organisational productivity. Dr Sarin has continued to oversee the Axial programme, in which the enterprise is adopting the S4HANA platform. Significant progress has been made over 2025 in this transformation programme, encompassing an expanded scope to more sites and associated projects. Great Place to Work Dr Sarin continues to sponsor the Company’s global Network of Women employee resource group. As a recognition of her support for women in STEM, healthcare and leadership, Dr Sarin was recognised by the Healthcare Businesswomen’s Association (HBA) as the 2026 Woman of the Year. Over 2025, she continued to host the webcast “In conversation with” featuring highly accomplished women discussing issues relevant to the workplace which now attracts thousands of listeners across the Company as well as externally. Audited Final determination of Executive Directors’ bonuses In determining the annual bonus outturn for Executive Directors, the Committee considers the formulaic Group scorecard outcome, as well as the overall business performance, shareholder experience and the personal contribution of the individual Executive Director. A description of the Executive Directors’ personal achievements is detailed above. Given the contributions made by both Mr Soriot and Dr Sarin in 2025 as outlined above, the Committee determined the bonus outturns for the Executive Directors should be 184% of target (or 92% of maximum) to Mr Pascal Soriot and 162% of target (or 81% of maximum) to Dr Aradhana Sarin. Deferred Bonus Plan Half of each Executive Director’s pre-tax annual bonus is ordinarily deferred under the Deferred Bonus Plan (DBP). In respect of the bonus deferred, the Executive Director is granted a conditional award over shares. No further conditions apply to DBP shares. One half of the bonus earned in respect of performance during 2024 was deferred and details of the consequent DBP awards granted in 2025 are shown below. One half of the Executive Directors’ bonus earned in respect of performance during 2025 will be deferred and the consequent DBP awards are expected to be granted in March 2026. Audited 2025 Grant1 2026 Grant Ordinary Shares granted Grant date Grant price (pence per share)2 Face value £’000 2025 Bonus deferred £’000 Pascal Soriot 14,623 4 March 2025 11963 1,749 2,129.5 Aradhana Sarin 6,243 4 March 2025 11963 747 801.5 1 One half of the bonus earned in respect of performance during 2024 was deferred into shares, with the consequent DBP awards granted in 2025. 2 The grant price is the average closing share price over the three dealing days preceding grant. Annual bonus continued Audited AstraZeneca Annual Report & Form 20-F Information 2025 101 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report

Long-term incentives included in the Executive Directors’ realised pay for 2025 figure: 2023 PSP The Executive Directors’ realised pay for 2025 includes the value of PSP awards with a performance period that ended 31 December 2025. These shares and dividend equivalents will not be released to the Executive Directors until the awards vest at the end of the holding period. The value of the shares due to vest has been calculated using the average closing share price over the three-month period ended 31 December 2025 (13202 pence). The table below provides a breakdown showing the face value of these shares at the time they were granted, the value that is attributable to share price appreciation since grant, and the value of dividend equivalents accrued on these shares over the relevant performance period. Further information about the individual awards and performance assessments follows the table. Audited Long-term incentive awards with performance periods ended 31 December 2025 Value of shares due to vest Ordinary Shares granted Performance outcome Face value at time of grant1 £’000 Value due to share price appreciation2 £’000 Dividend equivalent accrued over performance period £’000 Long-term incentives total £’000 Pascal Soriot 2023 PSP 85,808 97% 9,006 1,982 591 11,579 Aradhana Sarin 2023 PSP 38,046 97% 3,993 879 262 5,134 1 Calculated using the grant price of 10821 pence, being the average closing share price over the three dealing days preceding the grant of the 2023 PSP awards. 2 Calculated using the difference between the grant price and the average closing share price over the three-month period ended 31 December 2025. The average closing share price over the three-month period ended 31 December 2025 was 13202 pence. The 2023 PSP awards granted to Mr Soriot and Dr Sarin on 4 March 2023, are due to vest and be released on 4 March 2028 on completion of a further two-year holding period. Performance over the period from 1 January 2023 to 31 December 2025 will result in 97% of the awards vesting, based on the following assessment of performance. Annual bonus continued Long-term incentives We intend to disclose the 2026 Group scorecard outcome and details of the performance hurdles and targets in the 2026 Directors’ Remuneration Report following the end of the performance period. The performance targets are currently considered to be commercially sensitive as prospective disclosure may prejudice the Company’s commercial interests. Executive Directors’ individual contribution will be assessed by reference to individual goals in line with the Company’s objectives for the year. Audited 2026 Group scorecard performance measures and metrics Measure weighting Underlying metrics (if applicable) Metric weighting 2026 target  Science and Innovation: Annual pipeline progression 30% Pipeline progression events 15% C Regulatory events 15% C  Growth and Therapy Area Leadership 30% Total Revenue 30% C  Achieve Group Financial Targets 40% Cash flow 20% C Core EPS 20% C Key: Target increased vs 2025 target Target decreased vs 2025 target Target constant C Commercially sensitive AstraZeneca Annual Report & Form 20-F Information 2025 102 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report Annual Report on Remuneration continued

The Growth and Therapy Area Leadership target (measuring Total Revenue) is set at budget exchange rates at the beginning of the performance period and evaluated at those rates at the end of the performance period, so that any beneficial or adverse movements in currency, which are outside the Company’s control, do not impact reward outcomes. The Cash flow measure is assessed using cumulative net cash flow from operating activities less capital expenditure, adding back proceeds from the disposal of intangible assets. The 2023 PSP sustainability metric focused on reduction in Scope 1 and Scope 2 GHG emissions glide path (Ambition Zero Carbon). For more information about the Company’s sustainability initiatives, including Ambition Zero Carbon see Climate change from page 42. AstraZeneca ranked sixth within the TSR peer group. The TSR peer group for the 2023 PSP consisted of AbbVie, Amgen, Astellas, BMS, Daiichi Sankyo, Eli Lilly, Gilead, GSK, Johnson & Johnson, Merck KGaA, Moderna, MSD, Novartis, Novo Nordisk, Pfizer, Roche, Sanofi and Takeda. PSP awards granted during 2025 During 2025, conditional awards of shares were granted to the Executive Directors with face values equivalent to 850% of base pay for Mr Soriot and 550% of base pay for Dr Sarin under the PSP. Face value is calculated using the grant price, being the average closing share price over the three dealing days preceding grant. Performance will be assessed over the period from 1 January 2025 to 31 December 2027 against the measures outlined below to determine the proportion of the award that vests. A further two-year holding period will then apply before vesting, which is scheduled to occur on the fifth anniversary of grant. Ordinary Shares granted Grant date Grant price (pence per share) Face value £’000 End of performance period End of holding period Pascal Soriot 109,781 4 March 2025 11963 13,133 31 December 2027 4 March 2030 Aradhana Sarin 45,494 4 March 2025 11963 5,442 31 December 2027 4 March 2030 The 2025 PSP performance measures focus on scientific, ESG, commercial and financial performance over the three-year performance period. The five performance metrics attached to the 2025 PSP awards are detailed below. Twenty per cent of the award will vest if the threshold level of performance is achieved; the maximum level of performance must be achieved under each measure for 100% of the award to vest. Relative total shareholder return (TSR) (20% of award) TSR performance is assessed against a predetermined peer group of global pharmaceutical companies and consists of AbbVie, Amgen, Astellas, BMS, Daiichi Sankyo, Eli Lilly, Gilead, GSK, Johnson & Johnson, Merck KGaA, Moderna, MSD, Novartis, Novo Nordisk, Pfizer, Roche, Sanofi and Takeda. The rank which the Company’s TSR achieves over the performance period will determine how many shares will vest under this measure. TSR ranking of the Company % of award that vests Median 20% (threshold for payout) Between median and upper quartile Pro rata Upper quartile 100% Long-term incentives continued Audited 2023 PSP performance measures and metrics Outcome Payout Science and Innovation: First approvals and NME volume over three years NME Phase III/registrational volume 12% 10 20 20 12% Regulatory events 18% 13 26 30 18% Subtotal – Science and Innovation1 30% 30% Growth and Therapy Area Leadership ($bn) 20% 43 50.5 59 20% Cash flow ($bn) 20% 22 31 31.5 20% Total shareholder return 20% Median UQ2 6th 17%  Ambition Zero Carbon 10% 142 ktCO2e 91 ktCO2e 73ktCO2e 10% Total1 100% 97% Key: Bar charts are indicative of 2023 PSP performance; scales do not start from zero. Due to rounding, the total outcome differs from the arithmetic total of the individual metric outcomes disclosed above. 1 The subtotal and total reflect the weightings of the individual metrics. 2 UQ = Upper Quartile. Weighting Maximum (100% vesting) Threshold (20% vesting) AstraZeneca Annual Report & Form 20-F Information 2025 103 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report

Net Cash flow (20% of award) The Cash flow measure is assessed using cumulative net cash flow from operating activities less capital expenditure adding back proceeds from the disposal of intangible assets. The level of vesting under this measure is based on a scale between a threshold target and an upper target. Cash flow % of award that vests $27.5bn 20% (threshold for payout) Between $27.5bn and $31.5bn Pro rata $31.5bn 75% Between $31.5bn and $35.5bn Pro rata $35.5bn and above 100% Growth and Therapy Area Leadership (20% of award) For PSP awards granted in 2025, the Growth and Therapy Area Leadership metric is Total Revenue. Disclosing the threshold and maximum hurdles for this measure could be construed to constitute financial guidance, which is not the Company’s intention. The Growth and Therapy Area Leadership (Total Revenue) measure is thus considered to be commercially sensitive and will be disclosed following the end of the performance period, in the 2027 Directors’ Remuneration Report. This measure is evaluated by reference to budget exchange rates. Science and Innovation: First approvals and NME volume over three years (30% of award) Performance is assessed using dual indices which measure NME Phase III/registrational volume and regulatory events, allowing disclosure of targets at the beginning of the performance period. NME Phase III/registrational volume (12% of award) % of award that vests Regulatory events (18% of award) % of award that vests 14 20% (threshold for payout) 18 20% (threshold for payout) Between 14 and 21 Pro rata Between 18 and 26 Pro rata 21 75% 26 75% Between 21 and 28 Pro rata Between 26 and 35 Pro rata 28 100% 35 100% Ambition Zero Carbon (10% of award) For the 2025 PSP, this measure encompasses aspects of our value chain (Scope 3) GHG emissions and for the 2025 PSP comprises the aggregate reductions from the NGP transition, primary distribution and business travel. Emissions % of award that vests 1,846 ktCO2e split as: NGP transition: 1,553 ktCO2e (which equates to a carbon intensity of 16.7 kgCO2e per device) Business travel and primary distribution: 293 ktCO2e 20% (threshold for payout) 1,632 ktCO2e split as: NGP transition: 1,356 ktCO2e (which equates to a carbon intensity of 14.6 kgCO2e per device) Business travel and primary distribution: 276 ktCO2e 75% 1,434 ktCO2e split as: NGP transition: 1,172 ktCO2e (which equates to a carbon intensity of 12.9 kgCO2e per device) Business travel and primary distribution: 262 ktCO2e 100% Long-term incentives continued Audited AstraZeneca Annual Report & Form 20-F Information 2025 104 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report Annual Report on Remuneration continued

PSP performance measures for 2026 grant The sustainability measure with the 2026 PSP has been updated as set out below. All other measures remain unchanged from the 2025 PSP award. PSP performance measure Measure weighting Underlying metrics (if applicable) Metric weighting Threshold (20% vesting) Maximum (100% vesting) Science and Innovation: First approvals and NME volume over three years 30% NME Phase III/registrational volume 12% 11 22 Regulatory events 18% 18 36 Growth and Therapy Area Leadership 20% Total Revenue Commercially sensitive until end of performance period Cash flow 20% $28bn $36.5bn Relative TSR 20% Median Upper Quartile  Sustainability 10% Value Chain emissions intensity in kgCO2e per pMDI device (Scope 3) 13.4 kgCO2e 10.1 kgCO2e Regulatory events measure NME and major LCM approvals (taking into account the first approval over the performance period). NME Phase III/registrational volume measures the total NME pipeline volume at the end of the performance period. These two items ensure that management is assessed on both R&D late-stage delivery (approvals) and also future pipeline sustainability (volume). Disclosing the threshold and maximum hurdles for the Growth and Therapy Area Leadership (Total Revenue) measure could be construed to constitute financial guidance, which is not the Company’s intention. The Total Revenue measure is thus considered to be commercially sensitive and will be disclosed following the end of the performance period. The Total Revenue measure is evaluated by reference to budget exchange rates such that beneficial or adverse movements in currency, which are outside the Company’s control, do not impact reward outcomes. The companies in the TSR comparator group are shown on page 103. The Cash flow measure is assessed using cumulative net cash flow from operating activities less capital expenditure adding back proceeds from the disposal of intangible assets. Capital expenditure is expected to increase materially during the performance period reflecting continued investments in new modalities, and the build-out of capability and capacity to support the 2030 Ambition, including previously announced investments in the US, Singapore and China. In addition, cash flow is expected to be temporarily affected by specific factors which will impact near-term phasing of working capital. We remain committed to Ambition Zero Carbon and the reduction of value chain emissions. The 2026 PSP builds on the approach to Scope 3 emissions reduction introduced in the 2025 PSP, with the Sustainability metric for the 2026 PSP focusing on the NGP transition. This reflects the NGP’s material impact on Scope 3 carbon emissions (26% of total emissions in 2025) and its status as the largest device transition in AstraZeneca’s history. To ensure the measure supports both enterprise performance and the successful delivery of clinical milestones and device transition across markets, we will adopt a carbon intensity metric expressed as kilograms of CO2 equivalent per pMDI device (kgCO2e/device). This approach is intended to align executive incentives with our objective to deliver near-zero carbon intensity from our pMDI portfolio by 2030 while increasing the number of patients served. As described on page 96, the Committee takes into account a wide range of data to ensure that the stretching nature of PSP hurdles is robustly tested and that financial targets are aligned with the Company’s Mid-Term Plan. The Committee takes consensus and exchange rates into account when determining the appropriate level of stretch relative to prior plans and performance outturns. PSP awards are expected to be granted to the Executive Directors in March 2026. The PSP award to be granted to Mr Soriot will be equivalent to 850% of base pay. The PSP award to be granted to Dr Sarin will be equivalent to 550% of base pay. Long-term incentives continued For more information about How our performance measures for 2026 support the delivery of our strategy, and How the Remuneration Committee ensures targets are stretching, see pages 95 and 96, respectively. AstraZeneca Annual Report & Form 20-F Information 2025 105 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report

Audited Payments to former Directors During 2025, no payments were made to former Directors. Payments for loss of office During 2025, no payments were made to Directors for loss of office. Remuneration in the wider context In our Corporate Governance Report on page 78, we outline how the Board has chosen to engage with AstraZeneca’s workforce, and why this is critical to being a great place to work and delivering outstanding performance. The Directors believe that the Board as a whole should continue to take responsibility for gathering the views of the workforce. Consequently, instead of implementing one of the three methods for workforce engagement prescribed in the 2024 UK Corporate Governance Code, the Board chose to enhance and develop the long-standing existing channels of engagement to capture the global workforce’s perspectives on a variety of topics, including remuneration. The Committee engages with employees through site visits, virtual meetings and discussions with high-potential talent, communicating on remuneration matters where appropriate. Committee members review comprehensive data on reward, workforce trends and culture and receive regular reports on pay, benefits, incentives, performance management approach and broader talent policies to ensure well-informed executive pay decisions. Outcomes such as the annual Group scorecard are communicated internally and via the Directors’ Remuneration Report, with additional materials published on the internal communication platform. Where significant changes are proposed, employee representative groups provide feedback to assess impact upon the broader workforce. When reviewing executive remuneration, the Committee considers our global workforce, looking to ensure the total reward offering is competitive, compelling and aligned to our business performance, promoting a culture where everyone feels valued and included, as outlined in the table below. People and Sustainability remain one of our three strategic priorities, and our Business Review from page 26 explains the role that reward plays in developing an inclusive and diverse culture that encourages and rewards innovation, entrepreneurship and performance. In carrying out its responsibilities and when setting the Policy, the Committee also applies the principles and considers the provisions of the UK Corporate Governance Code. Element Policy features for the wider workforce Comparison with Executive Director and Senior Executive Team Base pay Our base pay is the basis for a competitive total reward package for all employees, and we review base pay annually. This review takes account of country budget, relevant market comparators, the skills, capabilities, knowledge and experience of each individual relative to peers within the Company, and individual contribution. In setting the budget each year, we consider affordability as well as assessing how employee base pay is currently positioned relative to inflation, market rates, forecasts of any further market increases, and turnover. The base pay of our Executive Directors and the SET forms the basis of their total remuneration, and we review their base pay annually. The primary purpose of the review is to ensure base pay remains competitive and reflects the contribution each individual makes to the organisation. Pensions and benefits We offer market-aligned wellbeing benefit packages reflecting market practice in each country in which we operate. Where appropriate, we offer elements of personal benefit choice to our employees. The benefit packages of our Executive Directors and the SET are broadly aligned with the wider workforce of the country in which they are employed. Pension allowances for current UK Executive Directors are in line with the wider UK workforce. Annual bonus With the exception of our sales representatives receiving sales-related incentives, our global workforce participates in the same annual cash bonus plan as the Executive Directors and the SET, with the same Group scorecard performance measures outlined on page 99. Achievement against the scorecard creates a bonus pool from which all awards are made. For employees within our commercial organisation, the country-level share of the global bonus pool also takes into account country performance against KPIs. Individual outcomes are based on manager assessment of contribution against individual objectives and peers. Awards are based on a 0-200% target range. The ranges for Executive Directors and the SET align with the wider workforce at 0-200% of target. Half of any award to an Executive Director under the plan is subject to deferral into shares subject to a three-year holding period. One sixth of any award to the SET under the plan is deferred into shares and is subject to a three-year holding period. Long-term incentives The PSP is operated with a three-year performance period for employees at Vice-President and Senior Vice-President level, with the same performance measures that apply to PSP awards made to the Executive Directors and the SET (outlined from page 102). A proportion of our workforce below this level is eligible to be considered for other LTI awards, such as restricted stock awards. Thirty-five per cent of our global employee population are eligible to receive an award under our LTI plans. PSP awards to Executive Directors and the SET are granted under the same plan as PSP awards granted to Vice‑Presidents and Senior Vice-Presidents. PSP awards to Executive Directors and the SET are subject to a two-year holding period following the three-year performance period. AstraZeneca Annual Report & Form 20-F Information 2025 109 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Directors’ Remuneration Report

• Select suitable accounting policies and then apply them consistently. • Make judgements and estimates that are reasonable and prudent. • For the Group Financial Statements, state whether they have been prepared in accordance with UK-adopted international accounting standards. • For the Parent Company Financial Statements, state whether FRS 101 has been followed, subject to any material departures disclosed and explained in the Parent Company Financial Statements. • Prepare the Financial Statements on a going concern basis unless it is inappropriate to presume that the Group and the Parent Company will continue in business. The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Parent Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Parent Company. This enables them to ensure that the Financial Statements comply with the Companies Act 2006. They have general responsibility for taking such steps as are reasonably open to them to safeguard the assets of the Group and to prevent and detect fraud and other irregularities. Under applicable law and regulations, the Directors are also responsible for preparing a Directors’ Report, Strategic Report, Directors’ Remuneration Report, Corporate The following report is provided by the Directors in connection with the Company’s internal control over financial reporting: • The Directors are responsible for establishing and maintaining adequate internal control over financial reporting. Internal control over financial reporting is designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. • The Directors conducted an evaluation of the effectiveness of internal control over financial reporting based on the Committee of Sponsoring Organizations (COSO) 2013 framework. The Directors are responsible for preparing this Annual Report and Form 20-F Information and the Group and Parent Company Financial Statements in accordance with applicable law and regulations. Company law requires the Directors to prepare Financial Statements for each financial year. Under that law, the Directors have prepared the Group Financial Statements in accordance with UK-adopted international accounting standards and with the requirements of the Companies Act 2006, as applicable to companies reporting under those standards and Parent Company Financial Statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards, comprising FRS 101 ‘Reduced Disclosure Framework’, and applicable law). In preparing the Group Financial Statements, the Directors have also elected to comply with IFRS Accounting Standards as issued by the International Accounting Standards Board (IASB) and International Accounting Standards as adopted by the European Union. Under company law, the Directors must not approve the Financial Statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and Parent Company and of their profit or loss for that period. In preparing each of the Group and Parent Company Financial Statements, the Directors are required to: As a consequence of our US listing, we are required to comply with certain US laws and regulations. Section 404 of the Sarbanes-Oxley Act is applicable to AstraZeneca as a foreign private issuer and requires us to annually assess and make public statements about the effectiveness of our internal control over financial reporting. Due to its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate. Governance Report and Audit Committee Report that comply with that law and those regulations. The Directors are responsible for the maintenance and integrity of the corporate and financial information included on our website. Legislation in the UK governing the preparation and dissemination of Financial Statements may differ from legislation in other jurisdictions. Directors’ responsibility statement pursuant to DTR 4 The Directors confirm that to the best of our knowledge: • The Financial Statements, prepared in accordance with the applicable set of accounting standards, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company and the undertakings included in the consolidation taken as a whole. • The Directors’ Report includes a fair review of the development and performance of the business and the position of the Company and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face. On behalf of the Board of Directors on 10 February 2026. Pascal Soriot Director • The Directors concluded that our internal control over financial reporting was effective as at 31 December 2025. • PricewaterhouseCoopers LLP, the independent registered public accounting firm that audited our financial statements as at 31 December 2025, has audited the effectiveness of internal control over financial reporting as at 31 December 2025 and has issued an unqualified report thereon. • During the period covered by this Annual Report, there were no changes in internal control over financial reporting that have materially affected or are reasonably likely to materially affect the effectiveness of our internal control over financial reporting. AstraZeneca Annual Report & Form 20-F Information 2025 115 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements Preparation of the Financial Statements and Directors’ Responsibilities Directors’ Annual Report on Internal Controls over Financial Reporting

Impairment assessment of the product, marketing and distribution rights and other intangibles (Group) Impacted FSLIs 2025 2024 Product, marketing and distribution rights and other intangibles (hereafter referred to as the intangible assets) $36,752m $36,505m Net impairment charges $230m $1,572m The recoverability of the carrying value of cash generating units (to which the intangible assets belong) depends on future cash flows and/or the outcome of research and development (“R&D”) activities including decisions by the Group to terminate development. The determination of the recoverable amounts include significant estimates, which are highly sensitive and depend upon key assumptions including the outcome of R&D activities, probability of technical and regulatory success, market volume, share and pricing (to derive peak year sales), the amount and timing of projected future cash flows and sales erosion curves following patent expiry. Changes in these assumptions could have an impact on the recoverable amount of the Group’s intangible assets. During 2025, $230m (2024: $1,572m) of net impairment charges were recorded (of which $218m (2024: $1,569m) was recorded relating to Product, marketing and distribution rights and $12m (2024: $3m) relating to other intangibles). Discussions with the Audit Committee How our audit addressed the Key Audit Matter Our discussions with and reporting to the Audit Committee included: • Our approach to audit the impairment assessment of the carrying value of cash generating units (to which the intangible assets belong) including details of planned substantive procedures and the extent of our controls reliance; • The methodologies and significant assumptions used to determine the recoverable values of the intangible assets; and • The evaluation of the reasonableness of the probability of technical and regulatory success with the assistance of our professionals with specialised skill and knowledge. Relevant references in the Annual Report Refer to the Audit Committee Report, Group Accounting Policies and Note 11 in the Group financial statements. We evaluated the design and tested the operating effectiveness of controls relating to management’s intangible asset impairment assessment, controls over the identification of triggering events and the valuation of the recoverable amounts of the intangible assets, including controls over the significant assumptions. We determined that we could rely on these controls for the purposes of our audit. For those intangible assets in the scope of our audit we: i) tested management’s process for identifying indicators of impairment and the process for developing the recoverable amounts; ii) evaluated the appropriateness of the methodology used by management to estimate the recoverable amounts; iii) tested the completeness and accuracy of the underlying data used in the models; and iv) evaluated the significant assumptions used by management related to the probability of technical and regulatory success, with the assistance of professionals with specialised skill and knowledge; market volume, share and pricing (to derive peak year sales); and sales erosion curves following patent expiry. In evaluating management’s significant assumptions we: i) compared significant assumptions to external market and industry data, and benchmarks; ii) performed comparisons of current and past long term forecasts; and iii) performed comparisons of management’s probability of technical and regulatory success benchmarks to actual trial and regulatory success rates for the past three years. We evaluated the appropriateness of the disclosures in Note 11 of the Group financial statements. AstraZeneca Annual Report & Form 20-F Information 2025 118 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements Independent auditors’ report to the members of AstraZeneca PLC continued

As part of our cycle of in person oversight we visited China and the US (covering both components in each country). In addition, we were in regular contact with our UK component team in Cambridge. We also visited the SSCs in Poland and India. In addition to these on-site visits, regular virtual meetings with the component auditors were held, whereby we performed reviews of the component auditors’ planned response to significant risks and reviewed the component auditors' working papers. Alongside our team oversight we attended meetings with local management. The impact of climate risk on our audit In planning and executing our audit, we considered the potential impact of climate change on the Group’s business and the financial statements. The Group has set out its intention – as part of the Ambition Zero Carbon programme – to achieve net zero greenhouse gas emissions by maximising energy efficiency, shifting to renewable energy sources and investing in nature-based removals to compensate for any residual GHG footprint. As a part of our audit we made enquiries of management to understand the extent of the potential impact of the physical and transitional climate change risk on the financial statements. We also discussed the climate change initiatives and commitments from Ambition Zero Carbon and other initiatives to reduce CO2 emissions, and the impact these have on the Group including on future cash flow forecasts. Management considers that the impact of climate change does not give rise to a material financial statement impact. We evaluated management’s risk assessment and understood the Group’s governance processes including the Sustainability Committee. We performed an audit risk assessment of how the impact of the Group’s commitments in respect of How we tailored the audit scope We tailored the scope of our audit to ensure that we performed enough work to be able to give an opinion on the financial statements as a whole, taking into account the structure of the Group and the Company, the accounting processes and controls, and the industry in which they operate. The Group operates in over 100 countries and the size of operations within each territory varies. We identify a component by defining each distinct legal or reporting entity and each Shared Service Centre ("SSC") as a component. Each component subsequently reports to the Group through an integrated consolidation system. In selecting the components that are in scope each year and establishing the overall approach to the Group audit, we determined the type of work that needed to be performed by us, as the Group engagement team, or component auditors within PwC UK and other PwC network firms operating under our instruction, to ensure that we had sufficient coverage from our audit work over each significant line of the Group financial statements. Where the work was performed by component auditors, we determined the level of involvement we needed to have in the audit work in these territories to be able to conclude whether sufficient appropriate audit evidence had been obtained as a basis for our opinion on the Group financial statements as a whole. As a result of our risk assessment procedures and the detailed scoping exercise performed at the planning stage of our audit, we identified 22 components across 14 countries at which we determined that we need to perform audit work. Taken together, these components accounted for 71% of the Group’s revenue. The in-scope components were audited by the Group engagement team and 15 component teams. • Out of the 22 components, we identified four reporting components which required a full scope audit of their complete financial information, either due to their size or risk characteristics. These components are the principal operating units in the US (one component) and China (two components), as well as the Company (over which we audited all significant FSLIs using the Company materiality). • For nine out of the remaining 18 components, we performed audit procedures on a specific line item or line items within that component that we considered had the potential for the greatest impact on the significant accounts in the financial statements because of the size of these accounts. The table opposite illustrates the work covered in these nine components: Note that, based on the structure of the Group, work on some parts or the entirety of some of these line items was performed centrally, including by our SSC component teams. • SSC components represented five out of the remaining nine components and were located in Poland, Malaysia, India, Costa Rica and Romania. Our teams auditing the SSC components performed audit procedures over certain controls and transactions. • Two out of the remaining four components, which represent US tax reporting entities, were scoped in for taxation line items in the financial statements because of the size or risk. • The final two components are treasury components for which we centrally audited specific FSLIs. • Additionally, for non-full scope components which were not considered inconsequential components, we performed targeted risk assessments procedures. • Audit procedures were performed centrally at the Group level in relation to various balances and activities accounted for and managed centrally including: goodwill, intangible assets (excluding software), financial instruments, taxation, other investments and litigation matters as well as the consolidation. In March 2025, we held a meeting with the partners and senior staff from the key PwC member firms involved in the audit. At this meeting we considered developments specific to the Group, key audit matters and discussed our approach to the Group audit including the work performed at shared service centre locations. We heard from key members of management and the Chair of the Audit Committee. FSLI Locations in specific scope Revenue UK, Sweden, US, Japan, Germany, Spain, China and Canada Cost of sales UK, Sweden, US and Ireland Research and development expense UK, Sweden and US Selling, general and administrative expense UK, Sweden, US and Ireland Taxation Sweden and US Property, plant and equipment UK, Sweden and Ireland Non-current other receivables UK Inventories UK, Sweden and Ireland Trade and other receivables UK, Sweden and US Trade and other payables UK and Sweden Retirement benefit obligations UK and Sweden Non-current other payables UK and Sweden Financial Statements | Independent auditors’ report to the members of AstraZeneca PLC AstraZeneca Annual Report & Form 20-F Information 2025 121 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information

Consolidated Statement of Financial Position at 31 December 2025 2024 Notes $m $m Assets Non-current assets Property, plant and equipment 8 12,962 10,252 Right-of-use assets 9 1,741 1,395 Goodwill 10 21,242 21,025 Intangible assets 11 37,846 37,177 Investments in associates and joint ventures 12 302 268 Other investments 13 2,223 1,632 Derivative financial instruments 14 498 182 Other receivables 15 1,327 930 Income tax receivable 5 1,391 – Deferred tax assets 5 5,819 5,347 85,351 78,208 Current assets Inventories 16 6,557 5,288 Trade and other receivables 17 15,177 12,972 Other investments 13 30 166 Derivative financial instruments 14 90 54 Income tax receivable 5 1,158 1,859 Cash and cash equivalents 18 5,711 5,488 28,723 25,827 Total assets 114,074 104,035 Liabilities Current liabilities Interest-bearing loans and borrowings 19 (3,104) (2,337) Lease liabilities 9 (382) (339) Trade and other payables 20 (25,280) (22,465) Derivative financial instruments 14 (81) (50) Provisions 21 (686) (1,269) Income tax payable 5 (1,084) (1,406) (30,617) (27,866) Non-current liabilities Interest-bearing loans and borrowings 19 (24,715) (26,506) Lease liabilities 9 (1,421) (1,113) Derivative financial instruments 14 – (115) Deferred tax liabilities 5 (3,500) (3,305) Retirement benefit obligations 22 (1,105) (1,330) Provisions 21 (918) (921) Income tax payable 5 (700) (238) Other payables 20 (2,379) (1,770) (34,738) (35,298) Total liabilities (65,355) (63,164) Net assets 48,719 40,871 Equity Capital and reserves attributable to equity holders of the Company Share capital 24 388 388 Share premium account 35,266 35,226 Capital redemption reserve 153 153 Merger reserve 448 448 Other reserves 23 1,440 1,411 Retained earnings 23 10,972 3,160 48,667 40,786 Non-controlling interests 26 52 85 Total equity 48,719 40,871 The Financial Statements from pages 125 to 196 were approved by the Board and were signed on its behalf by Pascal Soriot Aradhana Sarin Director Director 10 February 2026 AstraZeneca Annual Report & Form 20-F Information 2025 126 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Consolidated Statement of Changes in Equity for the year ended 31 December Share Capital Total Non-Share premium redemption Merger Other Retained attributable controlling Total capital account reserve reserve reserves earnings to owners interests equity $m $m $m $m $m $m $m $m $m At 1 January 2023 387 35,155 153 448 1,468 (574) 37,037 21 37,058 Profit for the period – – – – – 5,955 5,955 6 5,961 Other comprehensive income1 – – – – – 733 733 – 733 Transfer to Other reserves2 – – – – (4) 4 – – – Transactions with owners Dividends (Note 25) – – – – – (4,487) (4,487) – (4,487) Dividends paid to non-controlling interests (Note 25) – – – – – – – (4) (4) Issue of Ordinary Shares 1 33 – – – – 34 – 34 Share-based payments charge for the period (Note 29) – – – – – 579 579 – 579 Settlement of share plan awards – – – – – (708) (708) – (708) Net movement 1 33 – – (4) 2,076 2,106 2 2,108 At 31 December 2023 388 35,188 153 448 1,464 1,502 39,143 23 39,166 Profit for the period – – – – – 7,035 7,035 6 7,041 Other comprehensive expense1 – – – – – (799) (799) (1) (800) Transfer to Other reserves2 – – – – 15 (15) – – – Transactions with owners Dividends (Note 25) – – – – – (4,602) (4,602) – (4,602) Dividends paid to non-controlling interests (Note 25) – – – – – – – (4) (4) Issue of Ordinary Shares – 38 – – – – 38 – 38 Changes in non-controlling interests – – – – – – – 61 61 Movement in shares held by Employee Benefit Trusts2 – – – – (68) – (68) – (68) Share-based payments charge for the period (Note 29) – – – – – 660 660 – 660 Settlement of share plan awards – – – – – (621) (621) – (621) Net movement – 38 – – (53) 1,658 1,643 62 1,705 At 31 December 2024 388 35,226 153 448 1,411 3,160 40,786 85 40,871 Profit for the period – – – – – 10,225 10,225 8 10,233 Other comprehensive (expense)/income1 – – – – (61) 2,756 2,695 8 2,703 Transfer to Other reserves2 – – – – 47 (47) – – – Transactions with owners Dividends (Note 25) – – – – – (4,846) (4,846) – (4,846) Dividends paid to non-controlling interests (Note 25) – – – – – – – (6) (6) Issue of Ordinary Shares – 40 – – – – 40 – 40 Changes in non-controlling interests – – – – – (214) (214) (43) (257) Movement in shares held by Employee Benefit Trusts2 – – – – 43 – 43 – 43 Share-based payments charge for the period (Note 29) – – – – – 719 719 – 719 Settlement of share plan awards – – – – – (781) (781) – (781) Net movement – 40 – – 29 7,812 7,881 (33) 7,848 At 31 December 2025 388 35,266 153 448 1,440 10,972 48,667 52 48,719 1 Included within Other comprehensive income of $2,703m (2024: expense of $800m; 2023: income of $733m) is a gain of $1m (2024: charge of $21m; 2023: charge of $19m), relating to Gains/(costs) of hedging. 2 Amounts charged or credited to Other reserves relate to exchange adjustments arising on goodwill and movements in shares held by Employee Benefit Trusts. Transfer to Other reserves includes $70m (2024: $nil; 2023: $nil) in respect of the opening balance on the cash flow hedge reserve. The cash flow hedge reserve was previously disclosed within Retained earnings but from 2025 is disclosed within Other reserves. AstraZeneca Annual Report & Form 20-F Information 2025 127 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Consolidated Statements

Consolidated Statement of Cash Flows for the year ended 31 December 2025 2024 2023 Notes $m $m $m Cash flows from operating activities Profit before tax 12,402 8,691 6,899 Finance income and expense 4 1,334 1,284 1,282 Share of after tax losses in associates and joint ventures 12 7 28 12 Depreciation, amortisation and impairment 3 5,733 6,688 5,387 Increase in trade and other receivables (1,728) (1,624) (1,425) Increase in inventories (755) (131) (669) Increase in trade and other payables and provisions 1,346 862 2,394 Gains on disposal of intangible assets 3 (168) (64) (251) Fair value movements on contingent consideration arising from business combinations 20 (97) 311 549 Non-cash and other movements 18 662 (121) (386) Cash generated from operations 18,736 15,924 13,792 Interest paid (1,316) (1,313) (1,081) Tax paid (2,845) (2,750) (2,366) Net cash inflow from operating activities 14,575 11,861 10,345 Cash flows from investing activities Acquisition of subsidiaries, net of cash acquired 27 (66) (2,771) (189) Payments upon vesting of employee share awards attributable to business combinations 27 – (3) (84) Payment of contingent consideration from business combinations 20 (1,164) (1,008) (826) Purchase of property, plant and equipment (2,810) (1,924) (1,361) Disposal of property, plant and equipment 13 55 132 Purchase of intangible assets (3,095) (2,662) (2,417) Disposal of intangible assets 136 123 291 Movement in profit-participation liability 3 – – 190 Purchase of non-current asset investments (229) (96) (136) Disposal of non-current asset investments – 78 32 Movement in short-term investments, fixed deposits and other investing instruments 131 30 97 Payments to associates and joint ventures 12 (10) (158) (80) Disposal of investments in associates and joint ventures – 13 – Interest received 286 343 287 Net cash outflow from investing activities (6,808) (7,980) (4,064) Net cash inflow before financing activities 7,767 3,881 6,281 Cash flows from financing activities Proceeds from issue of share capital 40 38 33 Own shares purchased by Employee Benefit Trusts (521) (81) – Payments to acquire non-controlling interests (183) – – Issue of loans and borrowings 15 6,492 3,816 Repayment of loans and borrowings (2,029) (4,652) (4,942) Dividends paid 25 (4,971) (4,629) (4,481) Hedge contracts relating to dividend payments 25 113 16 (19) Repayment of obligations under leases (372) (316) (268) Movement in short-term borrowings 364 (31) 161 Payment of Acerta Pharma share purchase liability – (833) (867) Net cash outflow from financing activities (7,544) (3,996) (6,567) Net increase/(decrease) in Cash and cash equivalents in the period 223 (115) (286) Cash and cash equivalents at the beginning of the period 5,429 5,637 5,983 Exchange rate effects 46 (93) (60) Cash and cash equivalents at the end of the period 18 5,698 5,429 5,637 AstraZeneca Annual Report & Form 20-F Information 2025 128 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Group Accounting Policies Basis of accounting and preparation of financial information The Consolidated Financial Statements (or Group Financial Statements) have been prepared under the historical cost convention, modified to include revaluation to fair value of certain financial instruments and pension plan assets and liabilities as described below, in accordance with UK-adopted international accounting standards and with the requirements of the Companies Act 2006 as applicable to companies reporting under those standards. The Consolidated Financial Statements also comply fully with IFRS Accounting Standards as issued by the International Accounting Standards Board (IASB) and International Accounting Standards as adopted by the European Union. The Consolidated Financial Statements are presented in US dollars, which is the Company’s functional currency. New accounting requirements The following amendments have been issued and adopted: • amendments to IAS 21 ‘The Effects of Changes in Foreign Exchange Rates’, effective for periods beginning on or after 1 January 2025 - endorsed by the United Kingdom Endorsement Board (UKEB) on 15 July 2024. The above amendments did not have a significant impact on the Group’s net results, net assets or disclosures. Product revenue subtotal Effective 1 January 2025, the Group has updated the presentation of Total Revenue on the face of the Consolidated Statement of Comprehensive Income to include a new subtotal ‘Product Revenue’. This represents the summation of Product Sales and Alliance Revenue on the basis of the similar characteristics of the underlying product sales curve profiles related to the end customer. Product Revenue and Collaboration Revenue form Total Revenue. Product Sales and Alliance Revenue continue to be presented separately, with the new subtotal providing additional aggregation of revenue types with similar characteristics, reflecting the growing importance of Alliance Revenue. There are no changes to the Revenue accounting policy regarding the types of transactions recorded in each revenue category. The comparative years have been retrospectively adjusted to reflect the additional subtotal, resulting in total Product Revenue being reported for the year ended 31 December 2024 of $53,150m and the year ended 31 December 2023 of $45,217m. Basis for preparation of Financial Statements on a going concern basis The Group has considerable financial resources available. As at 31 December 2025, the Group has $10.6bn in financial resources (cash and cash equivalent balances of $5.7bn and undrawn committed bank facilities of $4.9bn that are available until April 2030), with $3.5bn of borrowings due within one year. These facilities contain no financial covenants, and in January 2026 their maturity was extended to April 2031. The Group has assessed the prospects of the Group over a period longer than the required 12 months from the date of Board approval of these Consolidated Financial Statements, with no deterioration noted requiring a further extension of this review. The Group’s revenues are largely derived from sales of medicines covered by patents, which provide a relatively high level of resilience and predictability to cash inflows, although government price interventions in response to budgetary constraints are expected to continue to adversely affect revenues in some of our significant markets. The Group, however, anticipates new revenue streams from both recently launched medicines and those in development, and the Group has a wide diversity of customers and suppliers across different geographic areas. Consequently, the Directors believe that, overall, the Group is well placed to manage its business risks successfully. Accordingly, they continue to adopt the going concern basis in preparing the Annual Report and Financial Statements. Estimates and judgements The preparation of the Financial Statements in conformity with generally accepted accounting principles requires management to make estimates and judgements that affect the reported amounts of assets and liabilities at the date of the Financial Statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. The accounting policy descriptions set out the areas where judgements and estimates need exercising, the most significant of which include the following Key Judgements KJ and Significant Estimates SE : • revenue recognition – see Revenue accounting policy on page 130 KJ and Note 2 on page 141 SE • expensing of internal development expenses – see Research and development accounting policy on page 131 KJ • impairment reviews of Intangible assets – see Note 11 on page 153 SE • useful economic life of Intangible assets – see Research and development accounting policy on page 131 KJ • business combinations and Goodwill – see Business combinations and goodwill accounting policy on page 134 KJ • litigation liabilities – see Legal proceedings within Note 30 on page 181 KJ • operating segments – see Note 7 on page 147 KJ • employee benefits – see Note 22 on page 168 SE • taxation – see Note 30 on page 190 KJ . The Group has assessed the impact of sustainability topics on its financial reporting. This includes an impact assessment on the valuation and useful lives of Intangible assets and the identification and measurement of provisions and contingent liabilities in response to climate and pollution risks. Sustainability-related opportunities on innovation are integral to the Financial Statements with a key indicator of the Group’s investment being Research and development (R&D) expense. Business conduct and patient safety are both considered as part of our recognition and measurement of provisions and contingent liabilities, noted within sections of Government investigations and proceedings and Product liability litigation as relevant, of Note 30. No material accounting impacts or changes to judgements or other required disclosures were noted. KJ Key Judgements are those judgements made in applying the Group’s accounting policies that have a material effect on the amounts of assets and liabilities recognised in the Financial Statements. SE A Significant Estimate has a significant risk of material adjustment to the carrying amounts of assets and liabilities within the next financial year. Financial risk management policies are detailed in Note 28 to the Financial Statements from page 171. AstraZeneca’s management considers the following to be the material accounting policies in the context of the Group’s operations. Revenue Revenue comprises Product Sales, Alliance Revenue and Collaboration Revenue. Revenue excludes inter-company revenues and value-added taxes. AstraZeneca Annual Report & Form 20-F Information 2025 129 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Group Accounting Policies

Group Accounting Policies continued Each contract is assessed to determine whether there are both grant elements and supply of product which need to be separated. In each case, the contracts set out the specified terms for the supply of the product and the provisions for funding for certain costs, primarily research and development associated with the intellectual property (IP). It is considered whether there are any conditions for the funding to be refunded. The consideration in the contract is allocated between the grant and supply elements. The standalone selling price for the supply of products is determined by reference to observed prices with other customers. The amount allocated as a government grant is determined by reference to the specific agreed costs and activities identified in the contract as not directly attributable to the supply of product. Government grants are recorded as an offset to the relevant expense in the Consolidated Statement of Comprehensive Income and are capped to match the relevant costs incurred. Other operating income and expense Other operating income and expense is generated from activities outside of the Group’s normal course of business, which includes Other income from divestments of or full out-license of assets and businesses including royalties and milestones where the Group does not retain a significant continued interest. Where the arrangement meets the definition of a licence agreement, sales milestones and sales royalties are recognised when achieved by applying the royalty exemption under IFRS 15 ‘Revenue from Contracts with Customers’. All other milestones and sales royalties are recognised when it is considered highly probable that there will not be a significant reversal of cumulative income. The determination requires estimates to be made in relation to future Product Sales. Joint arrangements and associates The Group has arrangements over which it has joint control and which qualify as joint operations or joint ventures under IFRS 11 ‘Joint Arrangements’. For joint operations, the Group recognises its share of revenue that it earns from the joint operations and its share of expenses incurred. The Group also recognises the assets associated with the joint operations that it controls and the liabilities it incurs under the joint arrangement. For joint ventures and associates, the Group recognises its interest in the joint venture or associate as an investment and uses the equity method of accounting. Employee benefits The Group accounts for pensions and other employee benefits (principally healthcare) under IAS 19 ‘Employee Benefits’. In respect of defined benefit plans, obligations are determined using the projected unit credit method and are discounted to present value by reference to market yields on high-quality corporate bonds, while plan assets are measured at fair value. Given the extent of the assumptions used to determine the value of scheme assets and scheme liabilities, these are considered to be significant estimates. The operating and financing costs of such plans are recognised separately in profit and loss; current service costs are spread systematically over the working lives of employees and financing costs are recognised in full in the periods in which they arise. Remeasurements of the net defined benefit pension liability, including actuarial gains and losses, are recognised immediately in Other comprehensive income. Where the calculation results in a surplus to the Group, the recognised asset is limited to the present value of any available future refunds from the plan or reductions in future contributions to the plan subject to consideration of the effect any minimum funding requirement for future service has on the benefit available as a reduction in future contributions. Payments to defined contribution plans are recognised in profit and loss as they fall due. Taxation The current tax payable is based on taxable profit for the year. Taxable profit differs from reported profit because taxable profit excludes items that are either never taxable or tax deductible or items that are taxable or tax deductible in a different period. The Group’s current tax assets and liabilities are calculated using tax rates that have been enacted or substantively enacted by the reporting date. Current tax includes the Group’s charge for any Pillar Two income taxes. Deferred tax is provided using the balance sheet liability method, providing for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes. Deferred tax liabilities are recognised unless they arise from the initial recognition (other than in a business combination) of assets and liabilities in a transaction that affects neither the taxable profit nor the accounting profit. Deferred tax liabilities are not recognised to the extent they arise from the initial recognition of non-tax deductible goodwill. Deferred tax assets are recognised to the extent that there are future taxable temporary differences or it is probable that future taxable profit will be available against which the asset can be utilised. This requires judgements to be made in respect of the availability of future taxable income. The Group applies the exception to recognising and disclosing information about deferred tax assets and liabilities related to Pillar Two income taxes, as provided in the amendments to IAS 12 ‘Income Taxes’ issued in May 2023. No deferred tax asset or liability is recognised in respect of temporary differences associated with investments in subsidiaries and branches where the Group is able to control the timing of reversal of the temporary differences and it is probable that the temporary differences will not reverse in the foreseeable future. The Group’s deferred tax assets and liabilities are calculated using tax rates that are expected to apply in the period when the liability is settled or the asset realised based on tax rates that have been enacted or substantively enacted by the reporting date. Deferred tax liabilities relating to assets recognised because of a business combination which may qualify for intellectual property incentives are measured at the relevant statutory tax rate. Deferred tax assets and liabilities are offset in the Consolidated Statement of Financial Position if, and only if, the taxable entity has a legally enforceable right to set off current tax assets and liabilities, and the Deferred tax assets and liabilities relate to taxes levied by the same taxation authority on the same taxable entity. Liabilities for uncertain tax positions require management to make judgements of potential exposures in relation to tax audit issues based upon interpretation of applicable laws and regulations and the expectation of how the tax authority will resolve the matter. Tax benefits are recognised when it is probable the tax positions will be accepted by the tax authorities. When a position is not considered probable of being accepted, management reviews each material tax benefit and reflects the effect of the uncertainty in determining the related taxable result. This is measured using either the most likely amount or the expected value amount depending on which method the entity expects to better predict the resolution of the uncertainty. Further details of the estimates and assumptions made in determining our recorded liability for transfer pricing contingencies and other tax contingencies are included in Note 30 to the Financial Statements from page 189. AstraZeneca Annual Report & Form 20-F Information 2025 132 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Share-based payments All plans have been classified as equity settled after assessment. The grant date fair value of the market-based performance elements of employee share plan awards is calculated using a modified Monte Carlo model, with other elements at market price. In accordance with IFRS 2 ‘Share-based Payment’, the resulting cost is recognised in profit on a straight-line basis over the vesting period of the awards. The value of the charge is adjusted to reflect expected and actual levels of awards vesting, except where the failure to vest is as a result of not meeting a market condition. Cancellations of equity instruments are treated as an acceleration of the vesting period and any outstanding charge is recognised in profit immediately. Cash outflows relating to the purchase of shares by consolidated Employee Benefit Trusts (EBTs) relating to the vesting of share plans are recognised within financing activities. Cash outflows relating to the employer and employee taxes paid on vesting of share plans are recognised in operating activities as they relate to employee remuneration. The cost of shares held by EBTs at the period end is deducted from equity. The cash flows relating to replacement awards issued to employees as part of the Alexion Pharmaceuticals, Inc. (Alexion) acquisition are classified within investing activities, as they are part of the aggregate cash flows arising from obtaining control of the subsidiary. Property, plant and equipment The Group’s policy is to depreciate the difference between the cost of each item of Property, plant and equipment and its residual value over its estimated useful life on a straight-line basis. Assets under construction are not depreciated until the asset is available for use, at which point the asset is transferred into either Land and buildings or Plant and equipment, and depreciated over its estimated useful economic life. Reviews are made annually of the estimated remaining lives and residual values of individual productive assets, taking account of commercial and technological obsolescence as well as normal wear and tear. It is impractical to calculate average asset lives exactly. However, the useful economic lives range from approximately 10 to 50 years for buildings, and three to 15 years for plant and equipment. All items of Property, plant and equipment are tested for impairment when there are indications that the carrying value may not be recoverable. Any impairment losses are recognised immediately in Operating profit. Leases The Group’s lease arrangements are principally for property, most notably a portfolio of office premises and employee accommodation, and for a global car fleet, utilised primarily by our sales and marketing teams. The lease liability and corresponding right-of-use asset arising from a lease are initially measured on a present value basis. Lease liabilities include the net present value of the following lease payments: • fixed payments, less any lease incentives receivable • variable lease payments that depend on an index or a rate, initially measured using the index or rate as at the commencement date • the exercise price of a purchase option if the Group is reasonably certain to exercise that option • payments of penalties for terminating the lease, if the lease term reflects the Group exercising that option, and • amounts expected to be payable by the Group under residual value guarantees. Right-of-use assets are measured at cost comprising the following: • the amount of the initial measurement of lease liability • any lease payments made at or before the commencement date less any lease incentives received • any initial direct costs, and • restoration costs. Judgements made in calculating the lease liability include assessing whether arrangements contain a lease and determining the lease term. Extension and termination options have been considered when determining the lease term, along with all facts and circumstances that may create an economic incentive to exercise an extension option, or not exercise a termination option. Extension periods (or periods after termination options) are only included in the lease term if the lease is reasonably certain to be extended (or not terminated). The lease payments are discounted using incremental borrowing rates, as in the majority of leases held by the Group the interest rate implicit in the lease is not readily identifiable. Calculating the discount rate is an estimate made in calculating the lease liability. This rate is the rate that the Group would have to pay to borrow the funds necessary to obtain an asset of similar value to the right-of-use asset in a similar economic environment with similar terms, security and conditions. To determine the incremental borrowing rate, the Group uses a risk-free interest rate adjusted for credit risk, adjusting for terms specific to the lease including term, country and currency. The Group is exposed to potential future increases in variable lease payments that are based on an index or rate, which are initially measured as at the commencement date, with any future changes in the index or rate excluded from the lease liability until they take effect. When adjustments to lease payments based on an index or rate take effect, the lease liability is reassessed and adjusted against the right-of-use asset. Lease payments are allocated between principal and finance cost. The finance cost is charged to the Consolidated Statement of Comprehensive Income over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. Contracts may contain both lease and non-lease components. The Group allocates the consideration in the contract to the lease and non-lease components based on their relative standalone prices. Right-of-use assets are generally depreciated over the shorter of the asset’s useful life and the lease term on a straight-line basis. If the Group is reasonably certain to exercise a purchase option, the right-of-use asset is depreciated over the underlying asset’s useful life. It is impractical to calculate average asset lives exactly. However, the total lives range from approximately 10 to 50 years for buildings, and three to 15 years for motor vehicles and other assets. There are no material lease agreements under which the Group is a lessor. Business combinations and goodwill In assessing whether an acquired set of assets and activities is a business or an asset, management will first elect whether to apply an optional concentration test to simplify the assessment. Where the concentration test is applied, the acquisition will be treated as the acquisition of an asset if substantially all of the fair value of the gross assets acquired (excluding cash and cash equivalents, deferred tax assets, and related goodwill) is concentrated in a single asset or group of similar identifiable assets. Where the concentration test is not applied, or is not met, a further assessment of whether the acquired set of assets and activities is a business will be performed. AstraZeneca Annual Report & Form 20-F Information 2025 133 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Group Accounting Policies

Group Accounting Policies continued KJ The determination of whether an acquired set of assets and activities is a business or an asset can be judgemental, particularly if the target is not producing outputs. Management uses a number of factors to make this determination, which are primarily focused on whether the acquired set of assets and activities include substantive processes that mean the set is capable of being managed for the purpose of providing a return. Key determining factors include the stage of development of any assets acquired, the readiness and ability of the acquired set to produce outputs and the presence of key experienced employees capable of conducting activities required to develop or manufacture the assets. Typically, the specialised nature of many pharmaceutical assets and processes is such that until assets are substantively ready for production and promotion, there are not the required processes for a set of assets and activities to meet the definition of a business in IFRS 3 ‘Business Combinations’. On acquiring a business, fair values are assigned to identifiable assets and liabilities by the application of judgement. Contingent liabilities are recognised at fair value unless it cannot be measured reliably. Where not all of the equity of a subsidiary is acquired, the non-controlling interest is recognised either at fair value or at the non-controlling interest’s proportionate share of the net assets of the subsidiary, on a case-by-case basis. The timing and amount of future contingent elements of consideration is an estimate. Contingent consideration, which may include development and launch milestones, revenue threshold milestones and revenue-based royalties, is fair valued at the date of acquisition using decision-tree analysis with key inputs including probability of success, consideration of potential delays and revenue projections based on the Group’s internal forecasts. Unsettled amounts of consideration are held at fair value within payables with changes in fair value recognised immediately in profit. Goodwill is the difference between the fair value of the consideration and the fair value of net assets acquired. Goodwill arising on acquisitions is capitalised and subject to an impairment review, both annually and when there is an indication that the carrying value may not be recoverable. Subsidiaries A subsidiary is an entity controlled, directly or indirectly, by AstraZeneca PLC. Control is regarded as the exposure or rights to the variable returns of the entity when combined with the power to affect those returns. Control is normally evidenced by holding more than 50% of the share capital of the company, however other agreements may be in place that result in control where they give AstraZeneca finance decision-making authority over the relevant activities of the company. The financial results of subsidiaries are consolidated from the date control is obtained until the date that control ceases. Inventories Inventories are stated at the lower of cost and net realisable value. The first in, first out or an average method of valuation is used. For finished goods and work in progress, cost includes directly attributable costs and certain overhead expenses (including depreciation). Selling expenses and certain other overhead expenses (principally central administration costs) are excluded. Net realisable value is determined as estimated selling price less all estimated costs of completion and costs to be incurred in selling and distribution. Write-downs of inventory occur in the general course of business and are recognised in Cost of sales for launched or approved products and in Research and development expense for products in development. Trade and other receivables Financial assets included in Trade and other receivables are recognised initially at fair value. The Group holds the Trade receivables with the objective to collect the contractual cash flows and therefore measures them subsequently at amortised cost using the effective interest method, less any impairment, based on expected credit losses. Trade receivables that are subject to debt factoring arrangements are derecognised if they meet the conditions for derecognition detailed in IFRS 9 ‘Financial Instruments’. Trade and other payables Financial liabilities included in Trade and other payables are recognised initially at fair value. Subsequent to initial recognition they are measured at amortised cost using the effective interest method. Contingent consideration payables are held at fair value within Level 3 of the fair value hierarchy as defined in Note 13. Financial instruments The Group’s financial instruments include Lease liabilities, Trade and other receivables and payables, liabilities for contingent consideration under business combinations, and rights and obligations under employee benefit plans which are dealt with in specific accounting policies. The Group’s other financial instruments include: i) Cash and cash equivalents Cash and cash equivalents comprise cash in hand, current balances with banks and similar institutions, and highly liquid investments with maturities of three months or less when acquired. They are readily convertible into known amounts of cash and are held at amortised cost under the hold to collect classification, where they meet the hold to collect ‘solely payments of principal and interest’ test criteria under IFRS 9 ‘Financial Instruments’. Those not meeting these criteria are held at fair value through profit or loss. Cash and cash equivalents in the Consolidated Statement of Cash Flows include unsecured bank overdrafts at the balance sheet date where balances often fluctuate between a cash and overdraft position (such overdrafts are included within current Interest-bearing loans and borrowings in the Consolidated Statement of Financial Position). ii) Fixed deposits Fixed deposits, principally comprising funds held with banks and other financial institutions, are initially measured at fair value, plus direct transaction costs, and are subsequently measured at amortised cost using the effective interest method at each reporting date. Changes in carrying value are recognised in the Consolidated Statement of Comprehensive Income. iii) Other investments Investments are classified as fair value through profit or loss (FVPL), unless the Group makes an irrevocable election at initial recognition for certain non-current equity investments to present changes in Other comprehensive income (FVOCI). If this election is made, there is no subsequent reclassification of fair value gains and losses to profit and loss following the derecognition of the investment. iv) Bank and other borrowings The Group uses derivatives, principally interest rate swaps, to hedge the interest rate exposure inherent in a portion of its fixed interest rate debt. In such cases the Group will either designate the debt as FVPL when certain criteria are met or as the hedged item under a fair value hedge. AstraZeneca Annual Report & Form 20-F Information 2025 134 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

2025 2024 2023 $m $m $m Severance costs 100 213 57 Accelerated depreciation and impairment charges 11 64 68 Other1 126 877 342 Total charge 237 1,154 467 1 Other costs are those incurred in designing and implementing the Group’s various restructuring initiatives. In 2024, Other costs included $480m for inventory and related product provisions related to Andexxa following the decision to cease promotional activities which were partly reversed in 2025 following revised sales forecasts. In 2025, Other costs include the costs of integrating systems, structure and processes as part of the PAAGR, costs relating to the Alexion acquisition, internal project costs and external service fees. Financial instruments Included within Operating profit are the following net gains and losses on financial instruments: 2025 2024 2023 $m $m $m Gains/(losses) on forward foreign exchange contracts 190 (81) 42 Losses on receivables and payables (190) (143) (260) Total – (224) (218) 4 Finance income and expense 2025 2024 2023 $m $m $m Finance income Returns on deposits and equity securities 280 339 291 Fair value gains on debt and interest rate swaps – 113 43 Interest income on income tax balances 80 6 10 Total 360 458 344 Finance expense Interest on debt, leases and other financing costs (1,335) (1,391) (1,132) Net interest on post-employment defined benefit plan net liabilities (Note 22) (51) (50) (38) Net exchange losses (31) (42) (34) Discount unwind on contingent consideration arising from business combinations (Note 20) (60) (113) (132) Discount unwind on other long-term liabilities1 (138) (116) (200) Fair value losses on debt and interest rate swaps (49) (18) (3) Interest expense on income tax balances (30) (12) (87) Total (1,694) (1,742) (1,626) Net finance expense (1,334) (1,284) (1,282) 1 Included within Discount unwind on other long-term liabilities is $nil relating to the Acerta Pharma B.V. (Acerta Pharma) share purchase liability (2024: $nil; 2023: $55m) and the discount unwind of other payables of $116m (2024: $91m; 2023: $100m) that have arisen from intangible asset additions, see Note 20 for further details. There was no interest capitalised during the year. Financial instruments Included within Finance income and expense are the following net gains and losses on financial instruments: 2025 2024 2023 $m $m $m Interest and fair value adjustments in respect of debt designated at fair value through profit or loss, net of derivatives (46) 107 13 Interest and changes in carrying values of debt designated as hedged items in fair value hedges, net of derivatives (76) (38) – Interest and fair value changes on fixed and short-term deposits, equity securities, other derivatives and tax balances 314 306 177 Interest on debt, commercial paper, overdrafts and lease liabilities held at amortised cost (1,177) (1,251) (1,004) The Group held derivatives that economically hedged a debt instrument designated at fair value through profit or loss. Both the derivatives and debt instrument matured in 2023. The Interest and fair value adjustments in respect of debt designated at fair value through profit or loss, net of derivatives, includes the following amounts related to these matured instruments: derivatives $nil (2024: $nil; 2023: loss of $1m) and debt $nil (2024: $nil; 2023: gain of $7m). AstraZeneca Annual Report & Form 20-F Information 2025 143 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Notes to the Group Financial Statements continued 5 Taxation Taxation charge/(credit) recognised in the Consolidated Statement of Comprehensive Income is as follows: 2025 2024 2023 $m $m $m Current tax Current year 2,199 2,314 2,417 Pillar Two income tax charge 194 238 – Adjustment to prior years (60) (107) 28 Total 2,333 2,445 2,445 Deferred tax Origination and reversal of temporary differences (117) (818) (1,473) Adjustment to prior years (47) 23 (34) Total (164) (795) (1,507) Taxation charge recognised in the profit for the year 2,169 1,650 938 Taxation (charge)/credit recognised in Other comprehensive income is as follows: 2025 2024 2023 $m $m $m Current and deferred tax Items that will not be reclassified to profit and loss: Remeasurement of the defined benefit liability (69) (23) 102 Equity investments measured at fair value through Other comprehensive income (25) (20) (1) Total (94) (43) 101 Items that may be reclassified subsequently to profit and loss: Foreign exchange arising on designated liabilities in net investment hedges (66) 28 (24) Fair value movement on cash flow hedges 16 (3) 12 Total (50) 25 (12) Taxation (charge)/credit recognised in Other comprehensive income (144) (18) 89 The reported tax rate in the year was 18%. Taxation has been provided at current rates on the profits earned for the years covered by the Group Financial Statements. Factors affecting future tax charges As a group with worldwide operations, AstraZeneca is subject to several factors that may affect future tax charges, principally the levels and mix of profitability in different jurisdictions, transfer pricing regulations, tax rates imposed and tax regime reforms. Tax reconciliation to UK statutory rate The table below reconciles the UK statutory tax charge to the Group’s total tax charge: 2025 2024 2023 $m $m $m Profit before tax 12,402 8,691 6,899 Notional taxation charge at UK corporation tax rate of 25% (2024: 25%; 2023: 23.5%) 3,101 2,173 1,621 Differences in effective overseas tax rates (168) (60) (224) Deferred tax credit relating to change in tax rates1 (23) (24) (66) Unrecognised deferred tax asset2 86 104 341 Items not deductible for tax purposes 101 64 46 Intellectual Property incentive regimes3 (655) (561) (367) Pillar Two income taxes 194 238 – Other items4 (360) (200) (406) Adjustments to prior periods (107) (84) (7) Total tax charge for the year 2,169 1,650 938 1 The 2023 item relates to the impact of the difference in the UK current and deferred tax rates during 2023. 2 This includes the non-recognition of deferred tax assets where it is not probable that there will be sufficient forecast future profits to utilise the assets. 3 The Group receives intellectual property incentives in certain jurisdictions. 4 Other items in 2025 includes the release of tax provisions due to updates to estimates of prior period tax liabilities following settlements with tax authorities and the expiry of the relevant statute of limitations, and the impact of internal transfers of assets. Other items in 2024 includes a net credit following internal transfers of assets. Other items in 2023 include a favourable adjustment of $828m to deferred taxes arising from a UK company undertaking an intragroup purchase of certain intellectual property offset by a charge of $422m mainly relating to updates to tax liabilities following progress of reviews by tax authorities, administrative appeal processes and adjustments arising on expiry of the relevant statute of limitations (see Note 30 for more details). AstraZeneca is domiciled in the UK but operates in other countries where the tax rates and laws are different to those in the UK. The impact on differences in effective overseas tax rates on the Group’s overall tax charge is noted above. AstraZeneca Annual Report & Form 20-F Information 2025 144 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Current tax Current income tax balances on the Statement of Financial Position as at 31 December are as follows: 2025 2024 $m $m Non-current income tax receivable 1,391 – Current income tax receivable 1,158 1,859 Total income tax receivable 2,549 1,859 Current income tax payable (1,084) (1,406) Non-current income tax payable (700) (238) Total income tax payable (1,784) (1,644) Net income tax receivable 765 215 Management assesses at each balance sheet date whether income tax receivables and payables will be realisable within 12 months. Amounts expected to be realisable after 12 months are reflected as non-current income tax receivables and payables. Deferred tax The total movement in the net deferred tax balance in the year was $277m. The movements are as follows: Intangibles, Elimination of Losses and Property, plant unrealised profit Untaxed tax credits Accrued and equipment on inventory reserves1 carried forward expenses Other Total $m $m $m $m $m $m $m Net deferred tax balance at 1 January 2024 (2,491) 2,386 (660) 1,106 889 644 1,874 Income statement 803 238 (186) 36 74 (170) 795 Other comprehensive income 34 – – – – (42) (8) Equity – – – – – (28) (28) Additions and disposals (605) – – 127 2 (1) (477) Exchange 93 (152) 68 (70) (40) (13) (114) Net deferred tax balance at 31 December 2024 (2,166) 2,472 (778) 1,199 925 390 2,042 Income statement 33 45 (46) 87 52 (7) 164 Other comprehensive income (32) – – – – (59) (91) Equity – – – – – 105 105 Exchange (92) 162 (147) 105 46 25 99 Net deferred tax balance at 31 December 20252 (2,257)3 2,679 (971) 1,391 1,023 454 2,319 1 Untaxed reserves relate to taxable profits where the tax liability is deferred to later periods. 2 The Group recognises deferred tax assets to the extent that there are either taxable temporary differences or that it is probable that sufficient future taxable profits will arise, against which these deductible temporary differences can be utilised. The US includes a net deferred tax asset of $94m as at 31 December 2025 which includes tax losses and other deductible temporary differences. The Group has performed an assessment of recovery of deferred tax assets and the Group has forecasted future taxable profits for relevant entities and considers that it is probable that sufficient future taxable profits will arise against which these deductible temporary differences can be utilised within 10 years. In arriving at these forecasts, the Group has reviewed the Group-level budgets and forecasts and the ability of relevant entities to generate future income from developing and commercialising products. Assessing the availability of future taxable income to support recognition of deferred tax assets relies upon our Group forecasts and changes in these Group forecasts will impact the recoverability of deferred tax assets. To the extent that there are neither taxable temporary differences nor sufficient taxable profits, no deferred tax asset is recognised and details of unrecognised deferred tax assets are included in the table below. 3 Includes deferred tax assets of $178m on liabilities in respect of intangibles and $327m on lease liabilities in respect of right-of-use assets. The net deferred tax balance, before the offset of balances within countries, consists of: Intangibles, Elimination of Losses and Property, plant unrealised profit Untaxed tax credits Accrued and equipment on inventory reserves carried forward expenses Other Total $m $m $m $m $m $m $m Deferred tax assets at 31 December 2024 1,781 2,472 – 1,221 1,039 688 7,201 Deferred tax liabilities at 31 December 2024 (3,947) – (778) (22) (114) (298) (5,159) Net deferred tax balance at 31 December 2024 (2,166) 2,472 (778) 1,199 925 390 2,042 Deferred tax assets at 31 December 2025 2,020 2,679 3 1,424 1,201 672 7,999 Deferred tax liabilities at 31 December 2025 (4,277) – (974) (33) (178) (218) (5,680) Net deferred tax balance at 31 December 2025 (2,257) 2,679 (971) 1,391 1,023 454 2,319 Analysed in the Consolidated Statement of Financial Position, after offset of balances within countries, as follows: 2025 2024 $m $m Deferred tax assets 5,819 5,347 Deferred tax liabilities (3,500) (3,305) Net deferred tax balance 2,319 2,042 AstraZeneca Annual Report & Form 20-F Information 2025 145 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Notes to the Group Financial Statements continued 15 Non-current other receivables 2025 2024 $m $m Prepayments 559 356 Accrued income 75 60 Retirement benefit scheme surpluses (Note 22) 106 99 Other receivables 587 415 Non-current other receivables 1,327 930 16 Inventories 2025 2024 $m $m Raw materials and consumables 1,857 1,489 Inventories in process 2,777 2,282 Finished goods and goods for resale 1,923 1,517 Inventories 6,557 5,288 The Group recognised $7,600m (2024: $7,001m; 2023: $6,038m) of inventories as an expense within Cost of sales during the year. Net inventory write-downs in the year amounted to $314m (2024: $664m; 2023: $574m), principally arising from the reassessment of usage or demand expectations prior to inventory expiration. The decreased charge in the year is due to partial reversals of $407m Andexxa provisions previously recognised in 2024 following the decision to cease promotional activities. 17 Current trade and other receivables 2025 2024 $m $m Trade receivables 10,289 8,335 Less: Expected credit loss provision (Note 28) (52) (33) 10,237 8,302 Other receivables 2,017 1,579 Prepayments 2,034 1,737 Government grants receivable 45 25 Accrued income 844 1,329 Trade and other receivables 15,177 12,972 Trade receivables include $2,681m (2024: $667m) measured at FVOCI classified ‘hold to collect and sell’ as they are due from customers that the Group has the option to factor, or relate to bank acceptance drafts received in settlement of trade receivables per common practice in China. All other financial assets included within Current trade and other receivables are held at amortised cost with carrying value being a reasonable approximation of fair value. 18 Cash and cash equivalents 2025 2024 2023 $m $m $m Cash at bank and in hand 1,332 1,215 1,325 Short-term deposits 4,379 4,273 4,515 Cash and cash equivalents 5,711 5,488 5,840 Unsecured bank overdrafts (13) (59) (203) Cash and cash equivalents in the Consolidated Statement of Cash Flows 5,698 5,429 5,637 AstraZeneca invests in constant net asset value funds, low-volatility net asset value funds and short-term variable net asset value funds with same day access for subscription and redemption. These investments fail the ‘solely payments of principal and interest’ test criteria under IFRS 9 ‘Financial Instruments’. They are therefore measured at FVPL, although the fair value is materially the same as amortised cost. Non-cash and other movements, within operating activities in the Consolidated Statement of Cash Flows, includes: 2025 2024 2023 $m $m $m Share-based payments charge for the period (Note 29) 719 660 579 Settlement of share plan awards (353) (618) (650) Pension contributions (186) (166) (188) Pension charges recorded in Operating profit 65 86 55 Long-term provision charges recorded in Operating profit 203 106 460 Loss/(gain) on disposal of Property, plant and equipment 13 4 (41) Update to the contractual relationships for Beyfortus – – (729) Foreign exchange and other1 201 (193) 128 Total operating activities non-cash and other movements 662 (121) (386) 1 Foreign exchange and other includes, among other items, the foreign exchange of inter-company transactions, including dividends, across Group entities and the related impact from hedging those transactions. AstraZeneca Annual Report & Form 20-F Information 2025 156 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

19 Interest-bearing loans and borrowings Repayment 2025 2024 dates $m $m Current liabilities Bank overdrafts On demand 13 59 Other short-term borrowings excluding overdrafts 158 90 Collateral received from derivative counterparties 473 181 Lease liabilities 382 339 3.375% Callable bond US dollars 2025 – 1,997 0.7% Callable bond US dollars 2026 1,200 – 1.2% Callable bond US dollars 2026 1,250 – Other loans Within one year 10 10 Total 3,486 2,676 Non-current liabilities Lease liabilities 1,421 1,113 0.7% Callable bond US dollars 2026 – 1,198 1.2% Callable bond US dollars 2026 – 1,249 4.8% Callable bond US dollars 2027 1,248 1,247 3.625% Callable bond euros 2027 880 780 3.125% Callable bond US dollars 2027 749 748 4.875% Callable bond US dollars 2028 1,097 1,096 1.25% Callable bond euros 2028 936 829 1.75% Callable bond US dollars 2028 1,248 1,247 4% Callable bond US dollars 2029 997 996 4.85% Callable bond US dollars 2029 1,247 1,246 0.375% Callable bond euros 2029 936 829 4.9% Callable bond US dollars 2030 647 646 3.121% Callable bond euros 2030 764 682 1.375% Callable bond US dollars 2030 1,295 1,295 4.9% Callable bond US dollars 2031 995 994 2.25% Callable bond US dollars 2031 748 747 5.75% Non-callable bond pounds sterling 2031 469 438 3.75% Callable bond euros 2032 878 778 4.875% Callable bond US dollars 2033 497 497 3.278% Callable bond euros 2033 870 786 5% Callable bond US dollars 2034 1,490 1,489 6.45% Callable bond US dollars 2037 2,728 2,727 4% Callable bond US dollars 2042 989 989 4.375% Callable bond US dollars 2045 982 982 4.375% Callable bond US dollars 2048 738 738 2.125% Callable bond US dollars 2050 488 487 3% Callable bond US dollars 2051 736 735 Other loans US dollars 63 31 Total 26,136 27,619 Total interest-bearing loans and borrowings1 29,622 30,295 1 All loans and borrowings above are unsecured. Total loans and Total loans and Total loans and borrowings borrowings borrowings 2025 2024 2023 $m $m $m At 1 January 30,295 28,622 29,232 Changes from financing cash flows Issue of loans and borrowings 15 6,492 3,816 Repayment of loans and borrowings (2,029) (4,652) (4,942) Movement in short-term borrowings 364 (31) 161 Repayment of obligations under leases (372) (316) (268) Total changes in cash flows arising on financing activities from borrowings (2,022) 1,493 (1,233) Movement in overdrafts (47) (144) 20 New lease liabilities 566 710 444 Additions through business combinations – 12 – Exchange 692 (361) 187 Other movements 138 (37) (28) At 31 December 29,622 30,295 28,622 AstraZeneca Annual Report & Form 20-F Information 2025 157 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Notes to the Group Financial Statements continued Included in prior year cash flows is $833m in 2024 and $867m in 2023 relating to the Acerta Pharma share purchase. This liability was fully extinguished in 2024. Set out below is a comparison by category of carrying values and fair values of all the Group’s interest-bearing loans and borrowings: Instruments Instruments Instruments Total designated in net designated in designated in Amortised carrying Fair investment hedge1 cash flow hedge2 fair value hedge3 cost value value $m $m $m $m $m $m 2024 Overdrafts – – – 59 59 59 Lease liabilities due within one year – – – 339 339 339 Lease liabilities due after more than one year – – – 1,113 1,113 1,113 Loans and borrowings due within one year – – – 2,278 2,278 2,263 Loans and borrowings due after more than one year 1,267 2,387 1,468 21,384 26,506 25,405 Total at 31 December 2024 1,267 2,387 1,468 25,173 30,295 29,179 2025 Overdrafts – – – 13 13 13 Lease liabilities due within one year – – – 382 382 382 Lease liabilities due after more than one year – – – 1,421 1,421 1,421 Loans and borrowings due within one year – – – 3,091 3,091 3,068 Loans and borrowings due after more than one year 1,405 2,694 1,634 18,982 24,715 24,337 Total at 31 December 2025 1,405 2,694 1,634 23,889 29,622 29,221 1 Instruments designated in a net investment hedge are our euro 800m 0.375% 2029 Callable bond and our pounds sterling 350m 5.75% 2031 Non-callable bond. The 2024 value of $1,267m was previously presented within the Amortised cost column; from 2025 the presentation has been revised to present this within the Instruments designated in net investment hedge column. 2 Instruments designated in cash flow hedges are our euro 750m 3.625% 2027 Callable bond, our euro 800m 1.25% 2028 Callable bond, and our euro 750m 3.75% 2032 Callable bond. 3 Instruments designated in fair value hedges are our euro 650m 3.121% 2030 Callable bond, and our euro 750m 3.278% 2033 Callable bond. The fair value of fixed-rate publicly traded debt is based on year end quoted market prices; the fair value of floating rate debt is nominal value, as mark-to-market differences would be minimal given the frequency of resets. The carrying value of loans designated at FVPL is the fair value; this falls within the Level 1 valuation method as defined in Note 13. For loans designated in a fair value hedge relationship, carrying value is initially measured at fair value and remeasured for fair value changes in respect of the hedged risk at each reporting date. All other loans are held at amortised cost. Fair values, as disclosed in the table above, are all determined using the Level 1 valuation method as defined in Note 13, with the exception of overdrafts and lease liabilities, where fair value approximates to carrying values. The adjustment to the carrying value of bonds designated in a fair value hedge relationship in the year was a decrease in the liability of $21m, and the cumulative adjustment was a decrease in the liability of $5m. A gain of $4m was made during the year on the fair value of bonds designated in a fair value hedge. Under IFRS 9 ‘Financial Instruments’, the Group records the component of fair value changes relating to the component of own credit risk through Other comprehensive income. Changes in credit risk had no material effect on any other financial assets and liabilities recognised at fair value in the Group Financial Statements. The change in fair value attributable to changes in credit risk is calculated as the change in fair value not attributable to market risk. The interest rates used to discount future cash flows for fair value adjustments, where applicable, are based on market swap curves at the reporting date, and were as follows: 2025 2024 Loans and borrowings 1.9% to 2.6% 2.0% to 2.9% 19 Interest-bearing loans and borrowings continued AstraZeneca Annual Report & Form 20-F Information 2025 158 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

20 Trade and other payables 2025 2024 $m $m Current liabilities Trade payables 3,820 3,640 Value-added and payroll taxes and social security 580 401 Rebates, chargebacks, returns and other revenue accruals 9,681 7,805 Clinical trial accruals 1,780 1,419 Other accruals 7,258 6,463 Collaboration Revenue contract liabilities – 7 Vaccine contract liabilities 142 119 Deferred government grant income 2 – Contingent consideration 346 1,170 Other payables 1,671 1,441 Total 25,280 22,465 Non-current liabilities Accruals 85 65 Deferred government grant income 55 – Contingent consideration 204 581 Other payables 2,035 1,124 Total 2,379 1,770 Included within Rebates, chargebacks, returns and other revenue accruals are contract liabilities of $63m (2024: $114m). The revenue recognised in the year from opening contract liabilities is $107m, comprising $100m relating to other revenue accruals and $7m Collaboration Revenue contract liabilities. The major markets with Rebates, chargebacks, returns and other revenue accruals are the US where the liability at 31 December 2025 amounted to $5,941m (2024: $4,978m), of which Rare Disease comprises $336m (2024: $240m), and China where the liability at 31 December 2025 amounted to $619m (2024: $532m). Trade payables includes $100m (2024: $105m) due to suppliers that have signed up to a supply chain financing programme, under which the suppliers can elect on an invoice-by-invoice basis to receive a discounted early payment from the relationship bank rather than being paid in line with the agreed payment terms. If the option is taken, the Group’s liability is assigned by the supplier to be due to the relationship bank rather than the supplier. The value of the liability payable by the Group remains unchanged. The Group assesses the arrangement against indicators to assess if debts which vendors have sold to the funder under the supplier financing scheme continue to meet the definition of trade payables or should be classified as borrowings. At 31 December 2025, the payables met the criteria of Trade payables. The supply chain financing programme operates in the US, UK, Sweden, China and Germany, and as at 31 December 2025, the programme had 310 suppliers enrolled across these countries. Vaccine contract liabilities relate to amounts received from customers, primarily government bodies, in advance of supply of product. Included within current Other payables are liabilities relating to future sales related payments to Daiichi Sankyo totalling $673m (2024: $377m) resulting from the collaboration agreement in relation to Enhertu entered into in March 2019. Additionally, included within non-current Other payables are liabilities relating to future sales related payments totalling $579m (2024: $456m) as a result of the Enhertu collaboration agreement, $499m (2024: $462m) owed to Bond Avillion 2 Development LP as a result of the Airsupra collaboration agreement entered into in March 2018 and $201m (2024: $nil) owed to MSD as a result of the Koselugo collaboration agreement entered into in 2017 and amended in August 2025. In November 2020, Calquence received marketing approval in the European Union, which removed all remaining conditionality in respect of the Acerta Pharma put and call options regarding the non-controlling interest; the option was exercised in April 2021. The payments were made in similar annual instalments in 2022 through to 2024, with the final payment of $833m made in 2024. Interest arising from amortising the liability was included within Finance expense (see Note 4). The associated cash flows were disclosed as financing activities within the Consolidated Statement of Cash Flows. With the exception of Contingent consideration payables of $550m (2024: $1,751m) which are held at fair value within Level 3 of the fair value hierarchy as defined in Note 13, all other financial liabilities are held at amortised cost with carrying value being a reasonable approximation of fair value. Contingent consideration 2025 2024 2023 $m $m $m At 1 January 1,751 2,137 2,222 Additions through business combinations – 198 60 Settlements (1,164) (1,008) (826) Revaluations (97) 311 549 Discount unwind (Note 4) 60 113 132 At 31 December 550 1,751 2,137 Contingent consideration arising from business combinations is fair valued using decision-tree analysis, with key inputs including the probability of success, consideration of potential delays and the expected levels of future revenues. AstraZeneca Annual Report & Form 20-F Information 2025 159 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Notes to the Group Financial Statements continued Revaluations of Contingent consideration are recognised in Selling, general and administrative expense and include a decrease of $44m in 2025 (2024: increase of $260m; 2023: increase of $520m) based on revenue and royalty forecasts, relating to the acquisition of BMS’s share of the Global Diabetes Alliance. Discount unwind on the liability is included within Finance expense (see Note 4). The discount rates used for the Contingent consideration balances range from 5% to 8%. The most significant Contingent consideration balance is the Global Diabetes Alliance which is discounted at 8% and is reviewed against comparable benchmarks on a regular basis. Management has identified that reasonably possible changes in certain key assumptions, including the likelihood of achieving successful trial results, obtaining regulatory approval, the projected market share of the therapy area and expected pricing for launched products, may cause the calculated fair value of the above contingent consideration to vary materially in future years. The contingent consideration balance relating to BMS’s share of Global Diabetes Alliance of $257m (2024: $1,309m; 2023: $1,945m) is due for final payment in 2026. The maximum development and sales milestones payable under outstanding Contingent consideration arrangements arising on business combinations are as follows: Nature of Maximum future milestones Acquisitions Year contingent consideration $m Spirogen Sarl 2013 Milestones 171 Amplimmune, Inc. 2013 Milestones 150 Almirall, S.A. 2014 Milestones and royalties 345 Fusion Pharmaceuticals, Inc. 2024 Milestones 304 Gracell Biotechnologies, Inc. 2024 Milestones 149 The amount of royalties payable under the arrangements is inherently uncertain and difficult to predict, given the direct link to future sales and the range of outcomes. The maximum amount of royalties payable in each year is with reference to net sales. 21 Provisions Employee Other Severance Environmental benefits Legal provisions Total $m $m $m $m $m $m At 1 January 2024 176 112 168 1,016 683 2,155 Additions arising on business acquisitions – – – – 50 50 Charge for year 283 26 30 44 478 861 Cash paid (101) (33) (7) (189) (146) (476) Reversals (83) – (1) (9) (255) (348) Exchange and other movements – – (24) (3) (25) (52) At 31 December 2024 275 105 166 859 785 2,190 Charge for year 190 27 40 252 189 698 Cash paid (217) (25) (5) (720) (282) (1,249) Reversals (64) – (7) (18) (68) (157) Exchange and other movements 13 – (4) 3 110 122 At 31 December 2025 197 107 190 376 734 1,604 2025 2024 $m $m Due within one year 686 1,269 Due after more than one year 918 921 Total 1,604 2,190 Provisions are often subject to substantial uncertainties with regard to the timing and final amounts of any payments. These uncertainties can also cause a reversal in previously established provisions once final settlement is reached. Once established, these amounts remain in Provisions even after settlement is reached and uncertainty resolved, with no transfer to Trade and other payables prior to payment. This is to provide more transparent disclosure of subsequent movements in brought forward and carried forward balances. Settled legal claims included within Provisions are held at amortised cost with carrying value being a reasonable approximation of fair value. Severance provisions arise predominantly in connection with global restructuring initiatives, including the Alexion PAAGR, which involve rationalisation of the global supply chain, the sales and marketing organisation, IT and business support infrastructure, and R&D. Employee costs in connection with the initiatives are recognised in severance provisions when a detailed formal plan has been communicated to those employees affected. Final severance costs are often subject to the completion of the requisite consultations on the areas impacted, with the majority of the cost expected to be paid within one year. AstraZeneca endeavours to support employees affected by restructuring initiatives to seek alternative roles within the organisation. Where the employee is successful, any severance provisions will be released. Details of the Environmental provisions totalling $107m (2024: $105m) and ongoing matters are provided in Note 30. 20 Trade and other payables continued AstraZeneca Annual Report & Form 20-F Information 2025 160 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Notes to the Group Financial Statements continued 22 Post-retirement pension and other defined benefit schemes continued In June 2023, the UK High Court (Virgin Media Limited v NTL Pension Trustees II Limited) ruled that certain historical amendments for contracted-out DB pension plans were invalid if they were not accompanied by the correct actuarial confirmation. In July 2025, the UK Government confirmed that it will introduce legislation to give affected pension schemes the ability to retrospectively obtain written actuarial confirmation that historic benefit changes met the necessary standards. The Trustee has considered this matter with their legal adviser. The Trustee has not conducted any detailed investigations as they have no reason to believe that any such confirmations were not provided and so no impact is expected on the UK Pension Fund. Funding requirements and security UK legislation requires that an actuarial valuation is completed for all DB pension schemes every three years, which compares the schemes’ liabilities to its assets. As part of the triennial valuation process, the Trustee and the Group must agree on a set of assumptions to value the liabilities and determine the contributions required, if any, to ensure the UK Pension Fund is fully funded over an appropriate time period and on a suitably prudent measure. The assumptions used to value the liabilities for the triennial actuarial valuation are required to be prudent, whereas the assumptions used to prepare an IAS 19 accounting valuation are required to be ‘best estimate’. The last full actuarial valuation of the UK Pension Fund was carried out by a qualified actuary as at 31 March 2022 and finalised in May 2023, ahead of the statutory deadline. The funding assumptions used in this actuarial valuation were set out in the Group’s 2023 annual report. The actuarial valuation at 31 March 2025 will be the first valuation under the Pensions Regulator’s new DB funding code of practice, and is currently in progress, with a likely timescale for completion during the second quarter of 2026. However, the value of the Fund’s obligations disclosed at 31 December 2025 incorporates data from this latest actuarial valuation including updated membership information and demographic assumptions. Aspects of the triennial actuarial valuation are governed by a long-term funding agreement, effective since October 2016, which sets out a path to full funding on a low-risk measure. Under this agreement, if a deficit exists, the Group is required to provide security. This security takes the form of a charge in favour of the Trustee over all land and buildings on the Group’s Cambridge Biomedical Campus site. This charge was enacted in December 2023, and provides long-term security to the Trustee in respect of the Group’s future deficit recovery contributions. At the last assessment date (1 December 2023), the value of the charge was £317m ($427m at December 2025 exchange rates) and it is capped at £350m ($471m). The value of the charge will vary and is expected to reduce over time, before falling away. Under the terms of the charge, the Trustee can only exercise its right over the ownership of the site in a Group insolvency event. In relation to deficit recovery contributions, in March 2025, the Group made a lump sum contribution of £39m ($49m). Further annual contributions of £39m are due before 31 March 2026 and each year up to 31 March 2028. Based on 31 December 2025 IAS 19 assumptions, it is expected that ongoing contributions (excluding past service deficit contributions) during the year ending 31 December 2026 for the UK will be approximately $17m. GMP equalisation of member benefits has been completed for pensioner and dependent members and, for non-pensioner members, a process is in place to equalise their benefits at their point of retirement. The method of equalisation converts GMP to non-GMP pension to simplify the structure and administration of benefits. A new, voluntary, Flexible Pension Option was introduced from 1 July 2025, allowing retiring members to reshape their pension benefit. A $33m past service credit was taken to the Consolidated Statement of Comprehensive Income in May 2025 reflecting expected take-up of this option. Under the governing documentation of the UK Pension Fund, any future surplus in the Fund would be returnable to the Group by refund assuming gradual settlement of the liabilities over the lifetime of the Fund. In particular, the Trustee has no unilateral right to wind up the Fund without Company consent nor does it have the power to unilaterally use any surplus to augment benefits prior to wind-up. As such, there are no adjustments required in respect of IFRIC 14 ‘IAS 19 – The Limit on a Defined Benefit Asset, Minimum Funding Requirements and their Interaction’. Sweden The Swedish plans account for 22% of the Group’s DB obligations. They are governed by Fiduciary Bodies with responsibility for the investment of the assets. These plans are funded in line with the Group’s long-term funding framework and local regulations. The Swedish DB pension plans were actuarially valued at 31 December 2024, when plan obligations were estimated to amount to $1,508m and plan assets were $1,056m. The local Swedish GAAP funding position can influence contribution policy. Over 2025, for the largest pension plan, the Group did not request a reimbursement of benefit payments made throughout the year as the funding level was below 100% on the Swedish GAAP basis and so any such reimbursement is not permitted. These benefit payments over 2025, totalling approximately $60m, are therefore regarded as Group contributions. Based on 31 December 2025 IAS 19 assumptions, it is expected that contributions during the year ending 31 December 2026 for Sweden will be approximately $64m. AstraZeneca Annual Report & Form 20-F Information 2025 162 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Notes to the Group Financial Statements continued 22 Post-retirement pension and other defined benefit schemes continued Net (deficit)/surplus in the scheme 2024 UK Sweden Rest of Group Total $m $m $m $m Total fair value of scheme assets 4,275 1,056 517 5,848 Total value of scheme obligations (4,592) (1,508) (979) (7,079) Deficit in the scheme as recognised in the Consolidated Statement of Financial Position (317) (452) (462) (1,231) Included in Non-current other receivables (Note 15) – – 991 99 Included in Retirement benefit obligations (317) (452) (561) (1,330) (317) (452) (462) (1,231) 2025 UK Sweden Rest of Group Total $m $m $m $m Total fair value of scheme assets 4,597 1,322 562 6,481 Total value of scheme obligations (4,767) (1,680) (1,033) (7,480) Deficit in the scheme as recognised in the Consolidated Statement of Financial Position (170) (358) (471) (999) Included in Non-current other receivables (Note 15) – – 1061 106 Included in Retirement benefit obligations (170) (358) (577) (1,105) (170) (358) (471) (999) 1 Surpluses were recognised in the US, Ireland and Belgium. Fair value of scheme assets 2025 2024 UK Sweden Rest of Group Total UK Sweden Rest of Group Total $m $m $m $m $m $m $m $m At beginning of year 4,275 1,056 517 5,848 4,759 1,068 652 6,479 Interest income on scheme assets 232 40 17 289 214 33 15 262 Expenses (5) – – (5) (5) – – (5) Actuarial gains/(losses) 61 25 (1) 85 (370) 55 – (315) Exchange and other adjustments 304 202 37 543 (67) (98) (20) (185) Employer contributions 65 57 64 186 66 50 50 166 Participant contributions 1 – 12 13 1 – 12 13 Benefits paid (336) (58) (84) (478) (323) (52) (76) (451) Settlements1 – – – – – – (116) (116) Scheme assets’ fair value at end of year 4,597 1,322 562 6,481 4,275 1,056 517 5,848 1 The 2024 settlement is the buyout of post-retirement pension plans in Norway and the Netherlands. The actual return on the plan assets was a gain of $374m (2024: loss of $53m). Movement in post-retirement scheme obligations 2025 2024 UK Sweden Rest of Group Total UK Sweden Rest of Group Total $m $m $m $m $m $m $m $m Present value of obligations in scheme at beginning of year (4,592) (1,508) (979) (7,079) (5,161) (1,602) (1,144) (7,907) Current service cost (5) (41) (40) (86) (6) (26) (40) (72) Past service credit/(cost) 32 (5) (1) 26 (2) (8) 1 (9) Participant contributions (1) – (12) (13) (1) – (12) (13) Benefits paid 336 58 84 478 323 52 76 451 Interest expense on post-retirement scheme obligations (248) (55) (37) (340) (231) (47) (34) (312) Actuarial gains/(losses) 30 149 26 205 416 (23) 2 395 Exchange and other adjustments (319) (278) (87) (684) 70 146 56 272 Settlements1 – – 13 13 – – 116 116 Present value of obligations in scheme at end of year (4,767) (1,680) (1,033) (7,480) (4,592) (1,508) (979) (7,079) 1 The 2024 settlement is the buyout of post-retirement pension plans in Norway and the Netherlands. AstraZeneca Annual Report & Form 20-F Information 2025 166 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

The obligations arise from the following plans: 2025 2024 UK Sweden Rest of Group Total UK Sweden Rest of Group Total $m $m $m $m $m $m $m $m Funded – pension schemes1 (4,758) (1,678) (777) (7,213) (4,582) (1,505) (717) (6,804) Funded – post-retirement healthcare – – (67) (67) – – (78) (78) Unfunded – pension schemes1 – (2) (179) (181) – (3) (167) (170) Unfunded – post-retirement healthcare (9) – (10) (19) (10) – (17) (27) Total (4,767) (1,680) (1,033) (7,480) (4,592) (1,508) (979) (7,079) 1 Includes defined benefit pension schemes and other plans, such as lump sum, long-service awards and DC plans with underpins. Consolidated Statement of Comprehensive Income disclosures The amounts that have been charged to the Consolidated Statement of Comprehensive Income, in respect of DB schemes for the years ended 31 December 2025 and 31 December 2024, are set out below. 2025 2024 UK Sweden Rest of Group Total UK Sweden Rest of Group Total $m $m $m $m $m $m $m $m Operating profit Current service cost (5) (41) (40) (86) (6) (26) (40) (72) Past service credit/(cost) 32 (5) (1) 26 (2) (8) 1 (9) Expenses (5) – – (5) (5) – – (5) Total credit/(charge) to Operating profit 22 (46) (41) (65) (13) (34) (39) (86) Finance expense Interest income on scheme assets 232 40 17 289 214 33 15 262 Interest expense on post-retirement scheme obligations (248) (55) (37) (340) (231) (47) (34) (312) Net interest on post-employment defined benefit plan liabilities (16) (15) (20) (51) (17) (14) (19) (50) Credit/(charge) before taxation 6 (61) (61) (116) (30) (48) (58) (136) Other comprehensive income Difference between the actual return and the expected return on the post-retirement scheme assets 61 25 (1) 85 (370) 55 – (315) Experience gains/(losses) arising on the post-retirement scheme obligations 17 60 (18) 59 3 (33) (10) (40) Changes in financial assumptions underlying the present value of the post-retirement scheme obligations 87 89 44 220 414 11 11 436 Changes in demographic assumptions (74) – – (74) (1) (1) 1 (1) Remeasurement of the defined benefit liability 91 174 25 290 46 32 2 80 Past service cost includes granting early retirement in UK and Sweden. Total Group pension costs in respect of defined contribution and DB schemes during the year are set out below (see Note 29). 2025 2024 $m $m Defined contribution plans 553 528 Defined benefit plans − Current service cost and expenses 91 77 Defined benefit plans − Past service (credit)/cost (26) 9 Pension costs 618 614 AstraZeneca Annual Report & Form 20-F Information 2025 167 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Notes to the Group Financial Statements continued 22 Post-retirement pension and other defined benefit schemes continued SE Rate sensitivities The following tables show the US dollar effect of a change in the significant actuarial assumptions used to determine the retirement benefits obligations in our two main DB pension obligation countries. 2025 2024 +0.5% −0.5% +0.5% −0.5% Discount rate UK ($m) 219 (238) 219 (239) Sweden ($m) 116 (129) 110 (126) Total ($m) 335 (367) 329 (365) 2025 2024 +0.5% −0.5% +0.5% −0.5% Inflation rate1 UK ($m) (155) 142 (148) 142 Sweden ($m) (104) 95 (119) 104 Total ($m) (259) 237 (267) 246 2025 2024 +0.5% −0.5% +0.5% −0.5% Rate of increase in salaries2 UK ($m) n/a n/a n/a n/a Sweden ($m) (33) 32 (46) 43 Total ($m) (33) 32 (46) 43 2025 2024 +1 year −1 year +1 year −1 year Mortality rate3 UK ($m) (161)4 1635 (178) 175 Sweden ($m) (58) 58 (74) 54 Total ($m) (219) 221 (252) 229 1 Rate of increase in pensions in payment follows inflation. The inflation sensitivity allows for the impact of a change in inflation on salary increases and pension increases (where these assumptions are inflation-linked). 2 The salary increase sensitivity reflects the impact of an increase of only salary relative to inflation. 3 The sensitivity to the life expectancy assumption is estimated based on a revised mortality assumption that extends/reduces the current life expectancy by one year for a particular age. 4 Of the $161m increase, $81m is covered by the longevity swap. 5 Of the $163m decrease, $81m is covered by the longevity swap. The sensitivity to the financial assumptions shown above has been estimated taking into account the approximate duration of the liabilities and the overall profile of the plan membership. 23 Reserves Retained earnings The cumulative amount of goodwill written off directly to reserves resulting from acquisitions, net of disposals, amounted to $603m (2024: $580m; 2023: $595m) using year-end rates of exchange. At 31 December 2025, 147,547 shares, at a cost of $25m, have been deducted from Retained earnings (2024: 442,342 shares, at a cost of $68m; 2023: 1,580,137 shares, at a cost of $129m) to satisfy future vesting of employee share plans. There are no significant statutory or contractual restrictions on the distribution of current profits of subsidiaries; undistributed profits of prior years are, in the main, permanently employed in the businesses of these companies. The undistributed income of AstraZeneca companies overseas might be liable to overseas taxes and/or UK taxation (after allowing for double taxation relief) if they were to be distributed as dividends (see Note 5). 2025 2024 2023 $m $m $m Cumulative translation differences included within Retained earnings At 1 January (4,069) (3,014) (3,694) Foreign exchange arising on consolidation 2,387 (957) 608 Exchange adjustments on goodwill (recorded against Other reserves) 23 (15) 4 Foreign exchange arising on designated liabilities in net investment hedges1 18 (122) 24 Fair value movements on derivatives designated in net investment hedges 14 39 44 Net exchange movement in Retained earnings 2,442 (1,055) 680 At 31 December (1,627) (4,069) (3,014) 1 Foreign exchange arising on designated liabilities in net investment hedges includes $(137)m in respect of designated bonds and $155m in respect of designated contingent consideration and other liabilities. The change in value of designated contingent consideration liabilities relates to $152m in respect of BMS’ share of Global Diabetes Alliance. AstraZeneca Annual Report & Form 20-F Information 2025 168 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

The cumulative loss with respect to costs of hedging is $42m (2024: $43m; 2023: $22m) and the gain during the year was $1m (2024: loss of $21m; 2023: loss of $19m). The balance remaining in the foreign currency translation reserve from net investment hedging relationships for which hedge accounting no longer applied is a gain of $527m. For further detail relating to hedging balances, please see the Hedge accounting section within Note 28, from page 176. Other reserves The Other reserves arose from the cancellation of £1,255m of share premium account by the Company in 1993 and the redenomination of share capital of $157m in 1999. The reserves are available for writing off goodwill arising on consolidation and, subject to guarantees given to preserve creditors at the date of the court order, are available for distribution. In the prior year, following an amendment to the Employee Benefit Trust (EBT) Deed on 10 June 2024, AstraZeneca obtained control and commenced consolidation of the EBT. The value of shares held by the consolidated EBTs is reflected as an adjustment against Other reserves. 24 Share capital Allotted, called-up and fully paid 2025 2024 2023 $m $m $m Issued Ordinary Shares ($0.25 each) 388 388 388 Redeemable Preference Shares (£1 each – £50,000) – – – At 31 December 388 388 388 The Redeemable Preference Shares carry limited class-voting rights and no dividend rights. This class of shares is capable of redemption at par at the option of the Company on the giving of seven days’ written notice to the registered holder of the shares. The Company does not have a limited amount of authorised share capital. The movements in the number of Ordinary Shares during the year can be summarised as follows: No. of shares 2025 2024 2023 At 1 January 1,550,546,239 1,550,162,626 1,549,800,030 Issue of shares (share schemes) 361,688 383,613 362,596 At 31 December 1,550,907,927 1,550,546,239 1,550,162,626 Share issues Issue of shares (share schemes) represents share capital issued as part of the Group’s equity incentivisation schemes (see Note 29). Share repurchases No Ordinary Shares were repurchased by the Company in 2025 (2024: nil; 2023: nil). Shares held by subsidiaries At 31 December 2025, AstraZeneca-controlled Employee Benefit Trust arrangements held 147,547 (2024: 442,342) Ordinary Shares in the Company at a cost of $25m (2024: $68m). The market value of these Ordinary Shares at 31 December 2025 was $27m (2024: $58m). No comparable arrangements were in place at 31 December 2023. 25 Dividends to shareholders 2025 2024 2023 2025 2024 2023 Per share Per share Per share $m $m $m Second interim (March 2025) $2.10 $1.97 $1.97 3,249 3,052 3,047 First interim (September 2025) $1.03 $1.00 $0.93 1,597 1,550 1,440 Total $3.13 $2.97 $2.90 4,846 4,602 4,487 The Company has exercised its authority in accordance with the provisions set out in the Company’s Articles of Association, that the balance of unclaimed dividends outstanding past 12 years be forfeited. Unclaimed dividends of $nil (2024: $nil; 2023: $nil) have been adjusted for in Retained earnings in 2025. The 2024 second interim dividend of $2.10 per share was paid on 24 March 2025. The 2025 first interim dividend of $1.03 per share was paid on 8 September 2025. Reconciliation of dividends charged to equity to the Consolidated Statement of Cash Flows: 2025 2024 2023 $m $m $m Dividends charged to equity 4,846 4,602 4,487 Exchange losses on payment of dividend 6 3 5 Hedge contracts relating to payment of dividends (Consolidated Statement of Cash Flows) 113 16 (19) Dividends paid to non-controlling interests 6 4 4 Net movement of unclaimed dividends in the year – 4 4 Dividends paid (Consolidated Statement of Cash Flows) 4,971 4,629 4,481 AstraZeneca Annual Report & Form 20-F Information 2025 169 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

2025 2024 Fixed rate Floating rate Total Fixed rate Floating rate Total $m $m $m $m $m $m Financial liabilities Current 2,842 644 3,486 2,346 330 2,676 Non-current 24,502 1,634 26,136 26,151 1,468 27,619 Total 27,344 2,278 29,622 28,497 1,798 30,295 Financial assets Cash collateral pledged to counterparties – 22 22 – 129 129 Cash and cash equivalents – 5,711 5,711 – 5,488 5,488 Total – 5,733 5,733 – 5,617 5,617 In addition to the financial assets above, there are $13,988m (2024: $11,115m) of other current and non-current asset investments and other financial assets. The Group is also exposed to market risk on other investments. 2025 2024 $m $m Equity securities at fair value through Other comprehensive income (Note 13) 2,212 1,632 Equity securities at fair value through profit and loss (Note 13) 11 – Total 2,223 1,632 Foreign currency risk The US dollar is the Group’s most significant currency. As a consequence, the Group results are presented in US dollars and exposures are managed against US dollars accordingly. Translational Approximately 59% of Group Total Revenue in 2025 was denominated in currencies other than the US dollar, while a significant proportion of manufacturing and research and development costs were denominated in pound sterling and Swedish krona. Surplus cash generated by business units is substantially converted to, and held centrally in, US dollars. As a result, operating profit and total cash flow in US dollars will be affected by movements in exchange rates. This currency exposure is managed centrally, based on forecast cash flows. The impact of movements in exchange rates is mitigated significantly by the correlations which exist between the major currencies to which the Group is exposed and the US dollar. Monitoring of currency exposures and correlations is undertaken on a regular basis and hedging is subject to pre-execution approval. As at 31 December 2025, before the impact of derivatives or other forms of hedging, the Group held $564m of interest-bearing loans and borrowings denominated in pound sterling and $5,620m denominated in euros. Hedging arrangements for these loans are summarised in the table below: 2025 2024 Euro Pound sterling Euro Pound sterling denominated denominated Total denominated denominated Total $m $m $m $m $m $m Interest-bearing loans In a net investment hedge1 936 469 1,405 829 438 1,267 In a cash flow hedge2 2,694 – 2,694 2,387 – 2,387 In a fair value hedge2 1,634 – 1,634 1,468 – 1,468 Not in a designated IFRS 9 hedge 356 95 451 192 110 302 Total 5,620 564 6,184 4,876 548 5,424 1 Hedges of underlying net euro and pound sterling investments of the same amount as the loan. 2 Loans in cash flow and fair value hedges are hedged by cross-currency swaps of the same notional value as the loan. For further details of all designated hedging relationships, please refer to the Hedge accounting section within this Note 28, from page 176. The accounting treatment for any hedge ineffectiveness is disclosed in the Bank and other borrowings accounting policy from page 134 and the Foreign currencies accounting policy on page 135 within Group Accounting Policies. As at 31 December 2025, the Group operates in three countries designated as hyperinflationary, being Argentina, Venezuela and Turkey. The foreign exchange risk of these markets has been assessed and deemed to be immaterial. Transactional The Group aims to hedge all its forecasted major transactional currency exposures on working capital balances, which typically extend for up to three months. Where practicable, these are hedged using forward foreign exchange contracts. In addition, external dividend payments in pound sterling to UK shareholders and in Swedish krona to Swedish shareholders are fully hedged from announcement date to payment date. Foreign exchange gains and losses on forward contracts transacted for transactional hedging are taken to profit and loss or to Other comprehensive income if the contract is in a designated cash flow hedge. AstraZeneca Annual Report & Form 20-F Information 2025 173 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Notes to the Group Financial Statements continued 29 Employee costs and share plans for employees continued The AstraZeneca Performance Share Plan The AstraZeneca Global Restricted Stock Plan The AstraZeneca Restricted Share Plan The AstraZeneca Extended Incentive Plan WAFV1 WAFV WAFV WAFV WAFV WAFV WAFV WAFV pence $ pence $ pence $ pence $ WAFV of 2023 grants 9929 59.95 10822 65.38 11135 65.37 11,748 74.78 WAFV of 2024 grants 9028 57.99 10085 64.91 11111 75.23 – – WAFV of 2025 grants 11054 70.34 11961 75.91 12142 78.96 – – 1 Weighted average fair value. The weighted average fair value for awards granted under the AstraZeneca Performance Share Plan is primarily based on the market price at the point of grant adjusted for the market-based performance elements which are valued using a Monte Carlo valuation model. The fair values of all other plans are set using the market price at the point of award. These awards are settled in equity including dividends accumulated from the date of award to vesting. 30 Commitments, contingent liabilities and contingent assets 2025 2024 Commitments $m $m Contracts placed for future capital expenditure on Property, plant and equipment and software development costs not provided for in these Financial Statements 1,727 1,575 Guarantees and contingencies arising in the ordinary course of business, for which no security has been given, are not expected to result in any material financial loss. Research and development collaboration payments The Group has various ongoing collaborations, including in-licensing and similar arrangements with development partners. Such collaborations may require the Group to make payments on achievement of stages of development, launch or revenue milestones, although the Group generally has the right to terminate these agreements at no cost. The Group recognises research and development milestones as an intangible asset once it is committed to payment, which is generally when the Group reaches set trigger points in the development cycle. Revenue-related milestones are recognised as intangible assets on product launch at a value based on the Group’s long-term revenue forecasts for the related product. The table below indicates potential development and revenue-related payments that the Group may be required to make under such collaborations. Years 5 Total Under 1 year Years 1 and 2 Years 3 and 4 and greater $m $m $m $m $m Future potential research and development milestone payments 10,182 1,226 3,698 3,013 2,245 Future potential revenue milestone payments 21,301 45 1,290 4,742 15,224 The table includes all potential payments for achievement of milestones under ongoing research and development arrangements. Revenue-related milestone payments represent the maximum possible amount payable on achievement of specified levels of revenue as set out in individual contract agreements, but exclude variable payments that are based on unit sales (e.g. royalty-type payments) which are expensed as the associated sale is recognised. The table excludes any payments already capitalised in the Financial Statements for the year ended 31 December 2025 which have been capitalised with reference to the latest Group sales forecasts for approved indications. The future payments we disclose represent contracted payments and, as such, are not discounted and are not risk-adjusted. As detailed in the Risk Overview section from page 47, the development of any pharmaceutical product candidate is a complex and risky process that may fail at any stage in the development process due to a number of factors (including items such as failure to obtain regulatory approval, unfavourable data from key studies, adverse reactions to the product candidate or indications of other safety concerns). The timing of the payments is based on the Group’s current best estimate of achievement of the relevant milestone. Environmental costs and liabilities The Group’s expenditure on environmental protection, including both capital and revenue items, relates to costs that are necessary for implementing internal systems and programmes, and meeting legal and regulatory requirements for processes and products. This includes investment to conserve natural resources and otherwise minimise the impact of our activities on the environment. They are an integral part of normal ongoing expenditure for carrying out the Group’s research, manufacturing and commercial operations and are not separated from overall operating and development costs. There are no known changes in legal, regulatory or other requirements resulting in material changes to the levels of expenditure for 2023, 2024 or 2025. In addition to expenditure for meeting current and foreseen environmental protection requirements, the Group incurs costs in investigating and cleaning up legacy land and groundwater contamination. In particular, AstraZeneca has environmental liabilities at some currently or formerly owned, leased and third-party sites. In the US, Zeneca Inc., and/or its indemnitees, have been named as potentially responsible parties (PRPs) or defendants at a number of sites where Zeneca Inc. is likely to incur future environmental investigation, remediation, operation and maintenance costs under federal, state, statutory or common law environmental liability allocation schemes (together, US Environmental Consequences). Similarly, Stauffer Management Company LLC (SMC), which was established to own and manage certain assets and liabilities of Stauffer Chemical Company, and/or its indemnitees, have been named as PRPs or defendants at a number of sites where SMC is likely to incur US Environmental Consequences. AstraZeneca Annual Report & Form 20-F Information 2025 180 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Notes to the Group Financial Statements continued 30 Commitments, contingent liabilities and contingent assets continued The consequences of any such loss could be a significant decrease in Product Sales, which could have a material adverse effect on our results. The lawsuits filed by AstraZeneca for patent infringement against companies that have filed abbreviated new drug applications (ANDAs) in the US, seeking to market generic forms of products sold by the Group prior to the expiry of the applicable patents covering these products, typically also involve allegations of non-infringement, invalidity and unenforceability of these patents by the ANDA filers. In the event that the Group is unsuccessful in these actions or the statutory 30-month stay expires before a ruling is obtained, the ANDA filers involved will also have the ability, subject to US Food and Drug Administration (FDA) approval, to introduce generic versions of the product concerned. AstraZeneca has full confidence in, and will vigorously defend and enforce, its IP. Over the course of the past several years, including in 2025, a significant number of commercial litigation claims in which AstraZeneca is involved have been resolved, particularly in the US, thereby reducing potential contingent liability exposure arising from such litigation. Similarly, in part due to patent litigation and settlement developments, greater certainty has been achieved regarding possible generic entry dates with respect to some of our patented products. At the same time, like other companies in the pharmaceutical sector and other industries, AstraZeneca continues to be subject to government investigations around the world. Patent litigation Legal proceedings brought against AstraZeneca Enhertu patent proceedings Considered to be a contingent liability US • In October 2020, Seagen Inc. (Seagen) filed a complaint against Daiichi Sankyo Company, Limited (Daiichi Sankyo) in the US District Court for the Eastern District of Texas (District Court) alleging that Enhertu infringes a Seagen patent. AstraZeneca co-commercialises Enhertu with Daiichi Sankyo in the US. After trial in April 2022, the jury found that the patent was infringed and awarded Seagen $41.82m in past damages. In July 2022, the District Court entered final judgment and declined to enhance damages on the basis of wilfulness. In October 2023, the District Court entered an amended final judgment that requires Daiichi Sankyo to pay Seagen a royalty of 8% on US sales of Enhertu from 1 April 2022 through to 4 November 2024, in addition to the past damages previously awarded by the District Court. AstraZeneca and Daiichi Sankyo have appealed the District Court’s decision. • In December 2020 and January 2021, AstraZeneca and Daiichi Sankyo filed post-grant review (PGR) petitions with the US Patent and Trademark Office (USPTO) alleging, among other things, that the Seagen patent is invalid for lack of written description and enablement. The USPTO initially declined to institute the PGRs, but, in April 2022, the USPTO granted the rehearing requests and instituted both PGR petitions. Seagen subsequently disclaimed all patent claims at issue in one of the PGR proceedings. In July 2022, the USPTO reversed its institution decision and declined to institute the other PGR petition. AstraZeneca and Daiichi Sankyo requested reconsideration of the decision not to institute review of the patent. In February 2023, the USPTO reinstituted the PGR proceeding. In February 2024, the USPTO issued a decision that the claims were unpatentable. Seagen has appealed this decision; the USPTO has intervened in the appeal. • In December 2025, the US Court of Appeals for the Federal Circuit issued decisions in both the District Court and PGR appeals finding that Seagen’s patent is invalid and vacating the District Court’s prior judgment and damages award. Factor Bioscience patent proceedings Considered to be a contingent liability US • In September 2025, Factor Bioscience Inc. (Factor) filed a complaint against AstraZeneca, and others in the US District Court for the District of Delaware, alleging infringement of several Factor patents related to technology for producing gene-edited cells using synthetic messenger ribonucleic acid (mRNA) molecules encoding transcription activator-like effector nuclease (TALEN) gene-editing proteins. • The complaint alleges that certain drug research, design and development activities by AstraZeneca and others infringe Factor’s patents. Forxiga patent proceedings Considered to be a contingent liability Europe • In November 2025, in France, Biogaran SAS challenged one of AstraZeneca’s patents covering Forxiga. No trial date has been set. • In Poland and in Portugal, multiple generic companies have challenged one of AstraZeneca’s patents covering Forxiga. No trial date has been set. • In Poland, in January 2026, AstraZeneca obtained interim injunctions against the generic companies that have challenged the patent. Forxiga patent proceedings Matter concluded UK • In the UK, one of AstraZeneca’s patents relating to Forxiga was challenged by Generics (UK) Limited, Teva Pharmaceutical Industries Limited, and Glenmark Pharmaceuticals Europe Limited. • Trial regarding patent validity occurred in March 2025. In April 2025, the UK Patents Court held the patent invalid. AstraZeneca appealed the decision. In July 2025, the UK Court of Appeal dismissed AstraZeneca’s appeal and upheld the lower court’s invalidity decision. AstraZeneca’s application for permission to appeal to the UK Supreme Court was denied. • In March 2025 and onward, AstraZeneca obtained injunctions against generic manufacturers’ at-risk sales of dapagliflozin products in the UK. All injunctions have since been lifted. • This matter has concluded. AstraZeneca Annual Report & Form 20-F Information 2025 182 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Tagrisso patent proceedings Considered to be a contingent asset Russia • In August 2023, AstraZeneca filed lawsuits in the Arbitration Court of the Moscow region (Court) against the Russian Ministry of Health (MOH) and Axelpharm LLC (Axelpharm) for improper use of AstraZeneca information in the authorisation of a generic version of Tagrisso. The suit against the MOH was dismissed in July 2024, after two appeals. The case against Axelpharm was dismissed in September 2024, and a subsequent appeal by AstraZeneca was also dismissed. • In November 2023, Axelpharm sought a compulsory licence under a patent related to Tagrisso; the action remains pending. The Axelpharm patent on which the compulsory licensing action was based was held invalid by the Russian Patent and Trademark Office (PTO) in August 2024 following challenge by AstraZeneca. The PTO’s decision was upheld in June 2025, following an appeal by Axelpharm. At a further appeal hearing in November 2025, the Intellectual Property Court Presidium reversed earlier decisions and held Axelpharm’s patent valid. In January 2026, AstraZeneca appealed to the Supreme Court, which was rejected. AstraZeneca expects to file a further appeal. • In July 2024, AstraZeneca filed a patent infringement claim against Axelpharm in relation to a generic version of Tagrisso. The action was stayed by the court pending resolution of the compulsory licensing action. • In August 2024, after AstraZeneca filed a complaint, the Federal Anti-Monopoly Service of Russia (FAS) initiated a case against Axelpharm and OncoTarget LLC (OncoTarget). In November 2024, the FAS found Axelpharm (but not OncoTarget) to have committed unfair competition. In June 2025, the finding against Axelpharm was reversed on appeal. In December 2025, on appeal by AstraZeneca, the appellate decision was affirmed. Also in December 2025, AstraZeneca filed a further appeal. Product liability litigation Legal proceedings brought against AstraZeneca Farxiga and Xigduo XR Considered to be a contingent liability US • AstraZeneca has been named as a defendant in lawsuits involving plaintiffs claiming physical injury, including Fournier’s Gangrene and necrotising fasciitis, from treatment with Farxiga and/or Xigduo XR. • The parties have reached a settlement in principle for a non-material amount to resolve the single case scheduled for trial in March 2026. • All remaining claims are filed in Delaware State Court and the earliest trial is now scheduled for September 2026. Nexium and Prilosec A provision has been taken US • AstraZeneca has defended lawsuits brought in federal and state courts involving claims that plaintiffs have been diagnosed with various injuries following treatment with proton pump inhibitors (PPIs), including Nexium and Prilosec. Most of the lawsuits alleged kidney injury. • Between 2022 and 2024, AstraZeneca resolved the claims by way of settlement agreements. • A relatively small number of plaintiffs have opted out of the settlement. Nexium and Losec Matter concluded Canada • In Canada, in July and August 2017, AstraZeneca was served with three putative class action lawsuits. • As of September 2025, all three lawsuits have been dismissed. • The Canada proceedings are concluded. Vaxzevria Considered to be a contingent liability UK • AstraZeneca is defending lawsuits in multiple jurisdictions, including the UK, involving multiple claimants alleging injuries following vaccination with AstraZeneca’s COVID-19 vaccine. Most of the lawsuits involve claims of thrombosis with thrombocytopenia syndrome. • No trial dates have been scheduled. Commercial litigation Legal proceedings brought against AstraZeneca 340B Antitrust litigation Considered to be a contingent liability US • In September 2021, AstraZeneca was served with a class-action antitrust complaint filed in the US District Court for the Western District of New York (District Court) by Mosaic Health, Inc. alleging a conspiracy to restrict access to 340B discounts in the diabetes market through contract pharmacies. In September 2022, the District Court granted AstraZeneca’s motion to dismiss the complaint. In February 2024, the District Court denied Plaintiffs’ request to file an amended complaint and entered an order closing the matter. In March 2024, Plaintiffs filed an appeal. • In August 2025, the US Court of Appeals for the Second Circuit decided in the plaintiffs’ favour, ordering the District Court to accept the amended complaint. Amyndas Trade Secrets Litigation Considered to be a contingent liability US • AstraZeneca has been defending a matter filed by Amyndas Pharmaceuticals Member P.C. and Amyndas Pharmaceuticals, LLC (collectively Amyndas), in the US District Court for the District of Massachusetts alleging trade secret misappropriation and breach of contract claims against AstraZeneca and Zealand Pharma U.S. Inc. related to Amyndas’ C3 inhibitor candidate. • No trial date has been scheduled. AstraZeneca Annual Report & Form 20-F Information 2025 185 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Notes to the Group Financial Statements continued 30 Commitments, contingent liabilities and contingent assets continued Anti-Terrorism Act Civil Lawsuit Considered to be a contingent liability US • In the US, in October 2017, AstraZeneca and certain other pharmaceutical and/or medical device companies were named as defendants in a complaint filed in the US District Court for the District of Columbia (District Court) by US nationals (or their estates, survivors, or heirs) who were killed or wounded in Iraq between 2005 and 2013. The plaintiffs allege that the defendants violated the US Anti-Terrorism Act and various state laws by selling pharmaceuticals and medical supplies to the Iraqi Ministry of Health. In July 2020, the District Court granted AstraZeneca’s and the other defendants’ motion to dismiss the lawsuit, which the DC Circuit Court of Appeals (the Appellate Court) reversed in January 2022. • In June 2024, the United States Supreme Court issued an order vacating the 2022 decision and remanding to the Appellate Court for reconsideration under new case law. In January 2026, after reconsideration, the Second Circuit issued a decision again allowing the claims to proceed and returning the matter to the District Court, where AstraZeneca has a separate motion to dismiss pending. Definiens Considered to be a contingent liability Germany • In July 2020, AstraZeneca received a notice of arbitration filed with the German Institution of Arbitration from the sellers of Definiens AG (Sellers) regarding the 2014 share purchase agreement (SPA) between AstraZeneca and the Sellers. The Sellers claim that they are owed approximately $140m in earn-outs under the SPA. In December 2023, after an arbitration hearing, the arbitration panel made a final award of $46m in favour of the Sellers. • In March 2024, AstraZeneca filed an application with the Bavarian Supreme Court (Court) to set aside the arbitration award. • In April 2025, the Court ruled in favour of AstraZeneca, annulled the arbitration award, and referred the dispute back to the same arbitration panel for a second determination. • In May 2025, the Sellers appealed the Court’s decision to the German Federal Court of Justice (Court of Justice). AstraZeneca also appealed the decision to refer the dispute back to the same arbitration panel. • In January 2026, the Court of Justice upheld the Court’s decision to annul the arbitration award and referred the dispute back to the same arbitration panel. Employment Litigation Considered to be a contingent liability US • AstraZeneca is defending against numerous other litigation matters pending in federal and state courts asserting claims of discrimination in connection with AstraZeneca’s vaccine requirement. • All but one claim has been resolved by settlement or disposed of by motion practice. Novartis Advertising Litigation Considered to be a contingent liability US • In October 2025, Novartis Pharmaceuticals Corp. filed a lawsuit in the US District Court for the District of Delaware alleging false and misleading representation claims under the Lanham Act and state law unfair competition and deceptive practices claims. • The complaint alleges that statements in AstraZeneca’s marketing for treatment for paroxysmal nocturnal hemoglobinuria are false and misleading. Pay Equity Litigation Considered to be a contingent liability US • AstraZeneca is defending a putative class and collective action in the US District Court for the Northern District of Illinois (District Court) brought by three named plaintiffs, who are former AstraZeneca employees. The case involves claims under the federal and Illinois Equal Pay Acts, with the plaintiffs alleging they were paid less than male employees who performed substantially similar and/or equal work. • In May 2024, the District Court conditionally certified a collective under the federal Equal Pay Act and authorised the sending of notice to potential collective action members. The notice was distributed in June 2024, and the opt-in period has closed. Securities Litigation Considered to be a contingent liability US • In December 2024, a putative securities class action lawsuit was filed in the US District Court for the Central District of California against AstraZeneca PLC and certain officers, on behalf of purchasers of AstraZeneca publicly traded securities between February 2022 and December 2024. • The case was subsequently transferred to the US District Court for the Southern District of New York. Seroquel XR Antitrust Litigation Matter concluded US • In 2019, AstraZeneca was named in several related complaints in US District Court in Delaware (District Court), including several putative class action lawsuits brought on behalf of classes of direct purchasers or end payors of Seroquel XR, alleging AstraZeneca and generic drug manufacturers violated US antitrust laws when settling patent litigation related to Seroquel XR. • In July 2022, the District Court dismissed claims relating to one of the generic manufacturers while allowing claims relating to the second generic manufacturer to proceed. • In September 2024, AstraZeneca reached a settlement agreement with one of the plaintiff classes which the court approved. • In May 2025, AstraZeneca resolved the matter with all remaining plaintiffs for a total payment of $97m. In September 2025, the District Court approved the class-related portion of the settlement. • This matter is now concluded. AstraZeneca Annual Report & Form 20-F Information 2025 186 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Soliris Antitrust Class Action Considered to be a contingent liability US • In April 2025, AstraZeneca was named in a lawsuit filed in the US District Court for the District of Massachusetts (District Court) alleging antitrust claims on behalf of a potential class of end payors for Soliris from March 2022. • The plaintiff alleges that AstraZeneca violated federal and state antitrust and business practices laws by obtaining improper patents for Soliris, delaying biosimilar entry and improperly extending Soliris’ market exclusivity. • In December 2025, the District Court partially granted AstraZeneca’s motion to dismiss. Syntimmune Milestone Litigation Considered to be a contingent liability US • In connection with AstraZeneca’s acquisition of Syntimmune, Inc. (Syntimmune) in December 2020, AstraZeneca was served with a lawsuit filed by the stockholders’ representative for Syntimmune in Delaware State Court (Court) that alleged, among other things, breaches of the 2018 merger agreement (Merger Agreement). • The stockholders’ representative alleges that AstraZeneca failed to meet its obligations under the Merger Agreement to use commercially reasonable efforts to achieve the milestones. AstraZeneca also filed a claim for breach of the representations in the Merger Agreement. • A trial was held in July 2023. • In September 2024, the Court issued a partial decision, concluding that the first milestone in the amount of $130m was achieved, and that AstraZeneca had breached its contractual obligation to use commercially reasonable efforts to achieve the milestones. The Court requested additional briefing regarding damages and further proceedings regarding AstraZeneca’s claim for breach. • In June 2025, the Court issued a further partial decision awarding an additional $181m in damages on its September 2024 breach determination. • Additional proceedings regarding AstraZeneca’s claim are ongoing. University of Sheffield Contract Dispute Considered to be a contingent liability UK • In June 2024, AstraZeneca was served with a lawsuit filed by the University of Sheffield (Sheffield). In its complaint, Sheffield alleges that AstraZeneca made misrepresentations to induce Sheffield to amend a patent licence agreement relating to Lynparza. • Trial has been scheduled to begin in June 2026. Viela Bio, Inc. Shareholder Litigation Matter concluded US • In February 2023, AstraZeneca was served with a lawsuit filed in the Delaware State Court (Court) against AstraZeneca and certain officers (collectively, Defendants), on behalf of a putative class of Viela Bio, Inc. (Viela) shareholders. The complaint alleged that the Defendants breached their fiduciary duty to Viela shareholders in the course of Viela’s 2021 merger with Horizon Therapeutics, plc. • In July 2024, the Court granted with prejudice AstraZeneca’s motion to dismiss. • In August 2024, plaintiffs appealed the dismissal. • In March 2025, the Delaware Supreme Court affirmed the dismissal. • This matter is now concluded. Legal proceedings brought by AstraZeneca PARP Inhibitor Royalty Dispute Considered to be a contingent asset UK • In October 2012, Tesaro, Inc. (now wholly owned by GlaxoSmithKline plc (GSK)) entered into two worldwide, royalty-bearing patent license agreements with AstraZeneca related to GSK’s product, niraparib. • In May 2021, AstraZeneca filed a lawsuit against GSK in the Commercial Court of England and Wales (Trial Court) alleging that GSK had failed to pay all of the royalties due on niraparib sales under the license agreements. • In April 2023, after trial, the Trial Court issued a decision in AstraZeneca’s favour. • In February 2024, the Court of Appeal reversed the decision. • In March 2024, AstraZeneca filed a request for permission to appeal with the Supreme Court of the United Kingdom. In May 2024, the Supreme Court denied permission to appeal. • The case will return to the Trial Court for further proceedings. AstraZeneca Annual Report & Form 20-F Information 2025 187 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Group Financial Statements

Group Subsidiaries and Holdings continued Mexico AstraZeneca Health Care Division, S.A. de C.V. 100% AstraZeneca, S.A. de C.V. 100% Av. Periferico Sur 4305 interior 5, Colonia Jardines en la Montaña, Mexico City, Tlalpan Distrito Federal, CP 14210, Mexico Alexion Pharma Mexico S. de R.L. de C.V. 100% Paseo de los Tamarindos 90, Torre 1 piso 6 - A Col., Bosques de la Lomas, CP 05120 D.F, Mexico Morocco AstraZeneca Maroc SARLAU 100% CFC (Casablanca Finance City), Le Continental Business Center, Bâtiment C, 7ème étage, Quartier Hay Hassani, Casablanca, Morocco The Netherlands Alexion Holding B.V. 100% Alexion Pharma Foreign Holdings, B.V. 100% Alexion Pharma Netherlands B.V. 100% AstraZeneca B.V. 100% AstraZeneca Continent B.V. 100% AstraZeneca Gamma B.V. 100% AstraZeneca Holdings B.V. 100% AstraZeneca Jota B.V. 100% AstraZeneca Rho B.V. 100% AstraZeneca Sigma B.V. 100% AstraZeneca Treasury B.V. 100% AstraZeneca Zeta B.V. 100% Prinses Beatrixlaan 582, 2595 BM, The Hague, The Netherlands AstraZeneca Nijmegen B.V. 100% Lagelandseweg 78, 6545 CG Nijmegen, The Netherlands Acerta Pharma B.V. 100% Aspire Therapeutics B.V. 100% Kloosterstraat 9, 5349 AB, Oss, The Netherlands Portola Netherlands B.V. (in liquidation) 100% Basisweg 10, 1043 AP, Amsterdam, The Netherlands Neogene Therapeutics B.V. 100% 35C Tafelbergweg, 1105 BC, Amsterdam, The Netherlands New Zealand AstraZeneca Limited 100% Pharmacy Retailing (NZ) Limited t/a Healthcare Logistics, 58 Richard Pearse Drive, Mangere, Auckland, 1142, New Zealand Nigeria AstraZeneca Nigeria Limited 100% 42 Vibranium Valley, Local Airport Road, Ikeja, Lagos, Nigeria Norway AstraZeneca AS 100% Karvesvingen 7, 0579 Oslo, Norway Pakistan AstraZeneca Pharmaceuticals Pakistan (Private) Limited5 100% Office No 1, 2nd Floor, Sasi Arcade, Block 7, Main Clifton Road, Karachi, Pakistan Panama AstraZeneca CAMCAR, S.A. 100% Bodega #1, Parque Logistico MIT, Carretera Hacia Coco Solo, Colon, Panama Peru AstraZeneca Peru S.A. 100% Calle Las Orquídeas N° 675, Int. 802, Edificio Pacific Tower, San Isidro, Lima, Peru Philippines AstraZeneca Pharmaceuticals (Phils.) Inc. 100% 18th Floor, EcoPrime Tower, 32nd Street corner 9th Avenue, Bonifacio Global City, Taguig City, 1634, Philippines Poland AstraZeneca Pharma Poland Sp.z.o.o. 100% Alexion Pharma Poland Sp.z.o.o. 100% Evinova Poland sp. z o.o 100% Postępu 14, 02-676, Warszawa, Poland Portugal Astra Alpha Produtos Farmacêuticos Lda 100% AstraZeneca Produtos Farmacêuticos Lda 100% Novastra Promoção e Comércio Farmacêutico Lda 100% Novastuart Produtos Farmacêuticos Lda 100% Stuart-Produtos Farmacêuticos Lda 100% Zeneca Epsilon – Produtos Farmacêuticos Lda 100% Zenecapharma Produtos Farmacêuticos, Unipessoal Lda 100% Rua Humberto Madeira, No 7, Queluz de Baixo, 2730-097, Barcarena, Portugal Puerto Rico IPR Pharmaceuticals, Inc. 100% Road 188, San Isidro Industrial Park, Canóvanas, 00729, Puerto Rico Romania AstraZeneca Pharma S.R.L. 100% Bucharest, 1A Tipografilor Street, MUSE Offices, 2nd and 3rd Floor, District 1, 013714, Romania Russia AstraZeneca Industries OOO LLC 100% 81 Vostochniy Lane, Dobrino Village, Borovskiy District, Kaluga Region, 249006, Russian Federation AstraZeneca Pharmaceuticals LLC 100% 1 Krasnogvardeyskiy Lane 21, Bld.1, Floors 20-30, Moscow, 123112, Russian Federation Alexion Pharma LLC 100% 12 Presnenskaya Embankment, Premises 1/36, Moscow, 123112, Russian Federation Saudi Arabia AstraZeneca Continent – Regional Headquarter 100% Al-Nakhlah Tower, Floor 13th Ath Thumamah Road, Al Sahafa District, P.O. Box 42150, Riyadh, Kingdom of Saudi Arabia AstraZeneca Trading Company 100% 8125 Prince Sultan, 2086 Ar Rawdah District, 23435, Jeddah, Kingdom of Saudi Arabia Singapore AstraZeneca Pharmaceuticals Singapore Pte. Limited 100% AstraZeneca Singapore Pte Ltd 100% 10 Kallang Avenue #12-10, Aperia Tower 2, 339510, Singapore South Africa AstraZeneca Pharmaceuticals (Pty) Limited 100% 17 Georgian Crescent West, Northdowns Office Park, Bryanston, 2191, South Africa South Korea AstraZeneca Korea Co. Ltd 100% 21st Floor, Asem Tower, 517, Yeongdong-daero, Gangnam-gu, Seoul 06164, Republic of Korea Alexion Pharma Korea LLC 100% 41 FL., 152 Teheran-ro (Yeoksam-dong Gangnam Finance Center), Gangnam-gu, Seoul 06164, Republic of Korea Spain AstraZeneca Farmaceutica Holding Spain SA 100% AstraZeneca Farmaceutica Spain SA 100% Evinova Spain SL 100% Fundación AstraZeneca 100% Laboratorio Beta SA 100% Laboratorio Lailan SA 100% Laboratorio Tau SA 100% Calle del Puerto de Somport, 21-23, Madrid 28050, Spain Alexion Pharma Spain SL 100% Avinguda de Roma, 81, Floor 7, Barcelona 08028, Spain Sweden AstraZeneca AB 100% AstraZeneca Biotech AB 100% AstraZeneca BioVentureHub AB 100% AstraZeneca International Holdings Aktiebolag 100% AstraZeneca Pharmaceuticals Aktiebolag 100% AstraZeneca Södertälje 2 AB 100% SE-151 85 Södertälje, Sweden Evinova AB 100% 431, 53 Mölndal, Stockholm, Södertälje, Sweden Alexion Pharma Nordics Holding AB 100% Alexion Pharma Nordics AB 100% Hagaplan 4, 113 68 Stockholm, Sweden At 31 December 2025 Group Interest At 31 December 2025 Group Interest At 31 December 2025 Group Interest AstraZeneca Annual Report & Form 20-F Information 2025 194 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Company Balance Sheet at 31 December AstraZeneca PLC 2025 2024 Notes $m $m Fixed assets Fixed asset investments 1 60,446 62,019 60,446 62,019 Current assets Debtors – other 6 8 Debtors – amounts owed by Group undertakings 6,659 5,807 Cash and cash equivalents 17 – 6,682 5,815 Creditors: Amounts falling due within one year Other payables 2 (203) (202) Income tax payable (36) – Interest-bearing loans and borrowings 3 (1,200) (1,997) (1,439) (2,199) Net current assets 5,243 3,616 Total assets less current liabilities 65,689 65,635 Creditors: Amounts falling due after more than one year Interest-bearing loans and borrowings 3 (13,801) (14,549) Income tax payable – (36) Other payables 2 (37) (47) (13,838) (14,632) Net assets 51,851 51,003 Capital and reserves Called-up share capital 4 388 388 Share premium account 35,266 35,226 Capital redemption reserve 153 153 Other reserves 1,583 1,741 Profit and loss account 14,461 13,495 Shareholders’ funds 51,851 51,003 $m means millions of US dollars. The Company’s profit for the year was $5,812m (2024: $457m). The Company Financial Statements from pages 197 to 203 were approved by the Board and were signed on its behalf by Pascal Soriot Aradhana Sarin Director Director 10 February 2026 Company’s registered number 02723534 AstraZeneca Annual Report & Form 20-F Information 2025 197 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Company Statements

Company Statement of Changes in Equity for the year ended 31 December Share Capital Share premium redemption Other Profit and Total capital account reserve reserves1 loss account2 equity $m $m $m $m $m $m At 1 January 2024 388 35,188 153 1,779 17,640 55,148 Total comprehensive income for the period Profit for the period – – – – 457 457 Total comprehensive income for the period – – – – 457 457 Transactions with owners, recorded directly in equity Dividends – – – – (4,602) (4,602) Capital reimbursements for share-based payments – – – (38) – (38) Issue of Ordinary Shares – 38 – – – 38 Total contributions by and distributions to owners – 38 – (38) (4,602) (4,602) At 31 December 2024 388 35,226 153 1,741 13,495 51,003 Total comprehensive income for the period Profit for the period – – – – 5,812 5,812 Total comprehensive income for the period – – – – 5,812 5,812 Transactions with owners, recorded directly in equity Dividends – – – – (4,846) (4,846) Capital reimbursements for share-based payments – – – (158) – (158) Issue of Ordinary Shares – 40 – – – 40 Total contributions by and distributions to owners – 40 – (158) (4,846) (4,964) At 31 December 2025 388 35,266 153 1,583 14,461 51,851 1 The Other reserves arose from the cancellation of £1,255m share premium by the Company in 1993 and the redenomination of share capital of $157m in 1999. Included within Other reserves at 31 December 2025 is a debit of $258m (31 December 2024: debit of $100m) in respect of cumulative share-based payment awards, which reduces the Company's ability to make distributions out of its distributable reserves by an equivalent amount. 2 At 31 December 2025, all of the Profit and loss account reserve of $14,461m (31 December 2024: the overwhelming majority of $13,495m) was available for distribution, subject to filing these Financial Statements with Companies House. When making a distribution to shareholders, the Directors determine profits available for distribution by reference to guidance on realised and distributable profits under the Companies Act 2006 issued by the Institute of Chartered Accountants in England and Wales and the Institute of Chartered Accountants of Scotland in April 2017. The profits of the Company have been received in the form of receivables due from subsidiaries. The availability of distributable reserves in the Company is dependent on those receivables meeting the definition of qualifying consideration within the guidance, and in particular on the ability of subsidiaries to settle those receivables within a reasonable period of time. The Directors consider that, based on the nature of these receivables and the available cash resources of the Group and other accessible sources of funds, at 31 December 2025 all (31 December 2024: the overwhelming majority) of the Company’s profit and loss reserves were available for distribution. AstraZeneca Annual Report & Form 20-F Information 2025 198 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Company Accounting Policies Basis of presentation of financial information The Company is a public limited company, limited by shares, incorporated and domiciled in England & Wales. The registered address is 1 Francis Crick Avenue, Cambridge Biomedical Campus, Cambridge, CB2 0AA. These financial statements were prepared in accordance with FRS 101 ‘Reduced Disclosure Framework’. In preparing these financial statements, the Company applied the recognition, measurement and disclosure requirements of International Financial Reporting Standards as adopted by the UK (UK-adopted International Accounting Standards), but made amendments where necessary in order to comply with the Companies Act 2006 and to take advantage of FRS 101 disclosure exemptions. In these financial statements, the Company has applied the exemptions available under FRS 101 in respect of the following disclosures: • Statement of Cash Flows and related notes • disclosures in respect of transactions with wholly owned subsidiaries • disclosures in respect of capital management • the effects of new but not yet effective IFRSs • disclosures in respect of the compensation of Key Management Personnel. As the Group Financial Statements (presented on pages 125 to 196) include the equivalent disclosures, the Company has also taken the exemptions under FRS 101 available in respect of the following disclosures: • IFRS 2 ‘Share-based Payment’ in respect of Group settled share-based payments • certain disclosures required by IFRS 13 ‘Fair Value Measurement’ and the disclosures required by IFRS 7 ‘Financial Instruments: Disclosures’. No individual profit and loss account is prepared as provided by section 408 of the Companies Act 2006. Basis of accounting The Company Financial Statements are prepared under the historical cost convention and on a going concern basis, in accordance with the Companies Act 2006. The following paragraphs describe the main accounting policies, which have been applied consistently. Estimates and judgements The preparation of the Company Financial Statements in conformity with generally accepted accounting principles requires management to make estimates and judgements that affect the reported amounts of assets and liabilities at the date of the Financial Statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. There are no key judgements or significant estimates. Foreign currencies Foreign currency transactions, being transactions denominated in a currency other than the Company’s functional currency, are translated into US dollars at average rates for the relevant monthly accounting periods, which approximate to actual rates. Monetary assets and liabilities arising from foreign currency transactions are retranslated at exchange rates prevailing at the reporting date. Exchange gains and losses on loans and on short-term foreign currency borrowings and deposits are included within Finance expense. Exchange differences on all other foreign currency transactions are recognised in Operating profit. Non-monetary items arising from foreign currency transactions are not retranslated in the Company’s accounting records. Taxation The current tax payable is based on taxable profit for the year. Taxable profit differs from reported profit because taxable profit excludes items that are either never taxable or tax deductible or items that are taxable or tax deductible in a different period. The Company’s current tax assets and liabilities are calculated using tax rates that have been enacted or substantively enacted by the reporting date. Current tax includes the Company’s charge for any Pillar Two income taxes. Deferred tax is provided using the balance sheet liability method, providing for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for taxation purposes. Deferred tax liabilities are recognised unless they arise from the initial recognition (other than in a business combination) of assets and liabilities in a transaction that affects neither the taxable profit nor the accounting profit. Deferred tax liabilities are not recognised to the extent they arise from the initial recognition of non-tax deductible goodwill. Deferred tax assets are recognised to the extent that there are future taxable temporary differences or it is probable that future taxable profit will be available against which the asset can be utilised. This requires judgements to be made in respect of the availability of future taxable income. No deferred tax asset or liability is recognised in respect of temporary differences associated with investments in subsidiaries and branches where the Company is able to control the timing of reversal of the temporary differences and it is probable that the temporary differences will not reverse in the foreseeable future. The Company’s deferred tax assets and liabilities are calculated using tax rates that are expected to apply in the period when the liability is settled or the asset realised based on tax rates that have been enacted or substantively enacted by the reporting date. The Company applies the exception to recognising and disclosing information about deferred tax assets and liabilities related to Pillar Two income taxes, as provided in the amendments to IAS 12 ‘Income Taxes’ issued in May 2023. Liabilities for uncertain tax positions require management to make judgements of potential exposures in relation to tax audit issues based upon interpretation of applicable laws and regulations and the expectation of how the tax authority will resolve the matter. Tax benefits are recognised when it is probable the tax positions will be accepted by the tax authorities. When a position is not considered probable of being accepted, management reviews each material tax benefit and reflects the effect of the uncertainty in determining the related taxable result. This is measured using either the most likely amount or the expected value amount depending on which method the entity expects to better predict the resolution of the uncertainty. AstraZeneca Annual Report & Form 20-F Information 2025 199 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Company Accounting Policies

Company Accounting Policies continued Investments Fixed asset investments, including investments in subsidiaries, are stated at cost and reviewed for impairment if there are indications that the carrying value may not be recoverable. Debtors Amounts owed by Group undertakings are recognised initially at fair value. Subsequent to initial recognition they are measured at amortised cost using the effective interest method, less any impairment losses. The recoverability of these balances has been assessed in accordance with IFRS 9 ‘Financial Instruments’ and no impairment has been identified. The amounts owed by Group undertakings are considered to have low credit risk, due to timely payment of interest and settlement of principal amounts on agreed due dates, limiting the loss allowance to 12-month expected credit losses. Amounts owed by Group undertakings are written off where there is no reasonable expectation of recovery. Impairment losses are presented as net impairment losses within Operating profit, any subsequent recoveries are credited against the same line. Other payables Liabilities included in Other payables are recognised initially at fair value. Subsequent to initial recognition they are remeasured at either amortised cost using the effective interest method or at fair value using an expected credit loss model. Financial instruments Interest-bearing loans are initially measured at fair value (with direct transaction costs being amortised over the life of the loan) and are subsequently measured at amortised cost using the effective interest method at each reporting date. Changes in carrying value are recognised in profit. Share-based payments The issuance by the Company to employees of its subsidiaries of a grant of awards over the Company’s shares, represents additional capital contributions by the Company to its subsidiaries (or capital reimbursement from those subsidiaries). An additional investment/ divestment in subsidiaries results in a corresponding increase/decrease in shareholders’ equity. The additional capital contribution/reimbursement is based on the fair value of the grant issued, allocated over the underlying grant’s vesting period, less the market cost of shares charged to subsidiaries in settlement of such share awards. Litigation Through the normal course of business, the AstraZeneca Group is involved in legal disputes, the settlement of which may involve cost to the Company. A provision is made where an adverse outcome is probable and associated costs, including related legal costs, can be estimated reliably. In other cases, appropriate disclosures are included. AstraZeneca Annual Report & Form 20-F Information 2025 200 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements

Notes to the Company Financial Statements 1 Fixed asset investments Investments in subsidiaries Shares Loans Total $m $m $m At 1 January 2024 49,059 15,130 64,189 Additions during the year 33,745 – 33,745 Disposals during the year (33,745) – (33,745) Transfer to Debtors – amounts owed by Group undertakings – (1,997) (1,997) Capital reimbursement (54) – (54) Exchange – (156) (156) Amortisation – 11 11 Other movements 26 – 26 At 31 December 2024 49,031 12,988 62,019 Return of capital from subsidiaries (500) – (500) Transfer to Debtors – amounts owed by Group undertakings – (1,199) (1,199) Capital reimbursement (207) – (207) Exchange – 335 335 Amortisation – 8 8 Other movements (10) – (10) At 31 December 2025 48,314 12,132 60,446 Loans to subsidiaries consists of bonds which are issued externally and are issued back to Group undertakings with comparable terms on interest rates and are repayable on maturity, details of which are disclosed in Note 3. The recoverability of these inter-company loans has been assessed in accordance with IFRS 9 ‘Financial Instruments’ with no impairment identified. The inter-company balances are considered to have low credit risk due to timely payment of interest and settlement of principal amount on agreed due dates, limiting the loss allowance to 12-month expected credit losses. In 2025, there have been no credit losses (2024: $nil). Return of capital from subsidiaries relates to an income dividend received, which has been accounted for as return of capital due to a potential future simplification of the organisational structure. The other movements comprise a reduction of $10m representing revaluation of carrying value of guarantees provided by the Company to its subsidiary as explained in Notes 2 and 3. 2 Other payables 2025 2024 $m $m Amounts falling due within one year Other creditors 200 199 Deferred income 3 3 203 202 Amounts falling due after more than one year Other creditors 37 47 Other creditors due after more than one year comprise an amount representing the carrying value of the guarantees provided by the Company to its subsidiary for the bonds issued externally as explained in Note 3. As at 31 December 2025, the carrying value of the guarantees was $37m (2024: $47m). AstraZeneca Annual Report & Form 20-F Information 2025 201 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Financial Statements | Notes to the Company Financial Statements

Raw materials and supply chain Sourcing and supplying raw materials and manufacturing medicinal products AstraZeneca's own operations R&D, manufacturing and marketing of our medicines Downstream distribution Distribution of our medicines to patients Patients Use of our medicines by patients Disposal Disposal of waste products and packaging by AstraZeneca and patients Summarised IRO Type of IRO Time horizon Applicable ESRS Viability scenario Further details on the IRO can be found in the Business Review Raw materials and supply chain Own operations Distribution Patients Disposal Financial and reputational risks due to climate credentials E1 Climate change 4 Transition plan for climate change, page 42. Potential impacts on patients due to climate disasters Climate change adaptation, page 44. Patient discharge of persistent pharmaceuticals E2 Pollution Pharmaceuticals in the environment, page 45. Regulatory risks due to PFAS restrictions PFAS restrictions, page 45. Opportunities from the creation of new medicines S4 Consumers and end-users and S1 Own workforce 3 Sustainable innovation, page 30, and Developing skills and capabilities, page 39. Financial and compliance risks related to ethical violations G1 Business conduct and S1 Own workforce Developing skills and capabilities, page 39, and Business conduct, pages 34 and 35. Financial risk due to irresponsible marketing Cybersecurity incidents affecting product delivery and patients’ health G1 Business conduct Cybersecurity and data privacy, page 36. Financial and reputational risks related to disruption to IT systems, including cybersecurity breaches G1 Business conduct and S1 Own workforce 5 Cybersecurity and data privacy, page 36, and Developing skills and capabilities, page 39. Reputational risks related to data privacy and data management Potential data privacy incidents affecting stakeholders’ privacy rights G1 Business conduct Cybersecurity and data privacy, page 36. Key: Risk Transitional risk Potential negative impact Opportunity Short: up to one year Medium: one to three years Long: more than three years Additional material IROs were also identified across the ESRS in scope of Delegated Regulation (EU) 2025/1416. The interaction between the material topics, our strategy and business model are outlined in the topical disclosures, see page references in the table on page 207. Material impacts, risks and opportunities Location in the value chain For more information on the Viability Statement, see page 46. Impact, risk and opportunity management In 2024, we performed a double materiality assessment in compliance with the ESRS. The assessment considered both the Group’s impacts on people and the environment as well as sustainability-related risks and opportunities to the Group’s prospects. We have identified and assessed IROs consistent with our functional activities which take place (and are managed) globally on a highly integrated basis. The Group’s impacts on people and the environment were identified through research using sources such as sector guidance and benchmarking, as well as understanding the interests and views of stakeholders through dialogue. The identification of water and pollution-related impacts was informed by the geography of the Group’s sites, suppliers and our commercial footprint. Findings from our due diligence processes were used to inform scoring of negative and positive IROs. Our due diligence processes include monitoring the compliance of our suppliers with our Code of Conduct for Third Parties, through our third-party risk management (3PRM) system. Before and after we contract with third parties, we assess whether their reputation and actions align with our expectations and address concerns. AstraZeneca Annual Report & Form 20-F Information 2025 206 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement General disclosures continued

Once contracted, we undertake supplier site audits of selected suppliers, using the Pharmaceutical Supply Chain Initiative (PSCI) Audit processes and documentation. Collectively, these processes assess topics such as human and labour rights, safety, health and environment, anti-bribery and anti-corruption, data privacy and IT security, suppliers’ management systems, employment principles, as well as risk management processes. We also conduct biannual human rights labour reviews in all countries where we have employees, focused on the International Labour Organization’s core themes. The results of due diligence findings, as well as internal assessments and research, inform the double materiality assessment. Negative and positive impacts were initially scored using results of due diligence findings, internal assessments and research. Subsequently, findings were confirmed by internal and external stakeholders. External stakeholders represented patient groups, suppliers, investors, academia and non-governmental organisations. Their input was used to refine and validate the assessments and scores, in line with defined scoring criteria. The identification and assessment of sustainability-related risks and opportunities was carried out based on prevailing exposures, taking account of mitigations in place at the reporting date. This approach is aligned to the Group’s risk management framework (see our Risk Overview from page 47). The double materiality assessment utilised quantitative and qualitative thresholds, aligned with the Group’s risk appetite, to determine material IROs. The assessment was then reviewed by representatives of the SET and the Board. In 2025, we updated our double materiality assessment utilising the same methodology as in 2024. This resulted in Use and sourcing of raw materials being determined to be material. People is a material topic based on the dependency on our people to deliver on our Ambition 2030 and uphold the Company’s values. However, Talent attraction and retention was not determined to be a material topic in 2025. Material impacts, risks and opportunities The material IROs identified in the double materiality assessment are presented on page 40. These material IROs are integrated into our business strategy and processes, see the topical disclosures. The Board assesses the Group’s resilience through a viability assessment, see the Viability Statement on page 46. Our viability scenarios have been formulated taking sustainability risks into consideration where appropriate. For information on the impact of material sustainability topics on the Group’s financial statements, see the Group Accounting Policies in the Financial Statements from page 129. Materiality of metrics in the Sustainability Statement Metrics related to the IROs are included if they are used to track effectiveness of our progress internally and they are complete to the extent of the material impact, risk or opportunity for the Group. These principles apply to both metrics that derive from the ESRS and for entity-specific metrics. Data points derived from other EU legislation and environmental metrics under an operational control boundary, where not material, have not been disclosed. List of ESRS Disclosure Requirements complied with ESRS 2 – General disclosures Page BP-1 – Basis for preparation 205 BP-2 – Specific circumstances 205, 208-210, 213, 218 GOV-1 – Governance roles 208-210 GOV-2 – Governance 205, 208-210 GOV-3 – Incentive schemes 208-210 GOV-4 – Due diligence 205 GOV-5 – Risk management 205 SBM-1 – Strategy, business model and value chain 208-210 SBM-2 – Stakeholders 206-207, 208-210 SBM-3 – Interaction of material IROs with strategy 206, 208-210 IRO-1 – Processes 206-207 IRO-2 – ESRS Disclosure Requirements (DR) covered 205, 207-208 S1 – Own workforce (People) Page S1-1, MDR-P – Policies 206-207, 208-210, 217 S1-2 – Engaging own workforce 208-210 S1-3 – Channels to raise concerns 208-210 S1-4, MDR-A – Actions 208-210 MDR-M – Metrics 208-210, 218 MDR-T – Targets 211 G1 – Business conduct Page G1.GOV-1 – Role of supervisory bodies 208-210 G1-1, MDR-P – Policies 208-210, 219 G1-3 – Procedures 208-210, 219 MDR-A – Actions 208-210 G1-4, MDR-M – Metrics 208-210 MDR-T – Targets 211 E2 – Pollution (Nature) Page MDR-P – Policies 211 E2.IRO-1 – Processes 206-207 E2-2, MDR-A – Actions 208-210 MDR-T – Targets 211 E4 – Biodiversity and ecosystems (Nature) Page ESRS 2 17 a, c-d 206, 208-210, 211 S4 – Consumers and end-users (Sustainable Innovation) Page ESRS 2 17 a-e 206, 208-210, 217-218 S4 – Consumers and end-users (Patient safety and product quality) Page ESRS 2 17 a, c-e 206, 208-210, 217-218 S4 – Consumers and end-users (Accessible and affordable healthcare) Page ESRS 2 17 a-e 206, 208-210, 217-218 G1 – Business conduct (Cybersecurity and data privacy) Page MDR-P – Policies 219 MDR-A – Actions 208-210 MDR-M – Metrics 208-210, 219 MDR-T – Targets 211 AstraZeneca Annual Report & Form 20-F Information 2025 207 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement

E1 – Climate change TCFD Companies Act Disclosure Requirements Page E1.GOV-3: Incentive schemes Governance: The Board’s oversight of climate‑related risks and opportunities, and management's role in assessing and managing climate-related risks and opportunities Governance arrangements for climate-related risks and opportunities 42, 82, 83, 85, 86, 208-210 E1-1: Transition plan E1.SBM-3: Material IROs Strategy: Climate-related risks and opportunities identified over short, medium and long term Principal climate-related risks and opportunities 46, 47, 206, 208-210, 214 Strategy: Impact of climate-related risks and opportunities on the company's businesses, strategy and financial planning Impacts of the principal climate-related risks and opportunities on the business model and strategy Strategy: Resilience of the organisation’s strategy Resilience of the company’s business model and strategy E1.IRO-1: Processes E1-2: Policies MDR-P: Policies E1-3: Actions MDR-A: Actions Risk Management: Processes for identifying and assessing climate-related risks Identification and assessment of climate-related risks and opportunities 46, 47, 205, 206-207, 208-210, 211 Risk Management: Processes for managing climate-related risks Management of climate-related risks and opportunities Risk Management: How processes for identifying, assessing and managing climate-related risks are integrated into overall risk management Integration into the company’s overall risk management process E1-6: Scopes 1, 2 and 3 MDR-M: Metrics Metrics and Targets: Metrics to assess climate-related risks and opportunities Key performance indicators used to assess progress against targets and calculations behind the key performance indicators 208-210, 212-213 Metrics and Targets: Scope 1, Scope 2 and Scope 3 GHG emissions, and the related risks E1-4: Targets MDR-T: Targets Metrics and Targets: Targets used by the organisation to manage climate-related risks and opportunities Targets used by the company 208-210, 211 In the double materiality assessment, we did not identify any material IROs related to ESRS E3, E5, S2 and S3. As such, these standards are not referenced in this Sustainability Statement. Cross-references to other parts of the Annual Report ESRS DR Paragraph Cross-reference General disclosures ESRS 2 GOV-1 21a, 21c, 21d1 , 21e1 People: Inclusion and diversity, page 39. Board of Directors as at 10 February 2026, pages 68 and 69, Senior Executive Team (SET) as at 10 February 2026, page 70, Compliance with the UK Corporate Governance Code: G. Board composition, independence and division of responsibilities, page 71. Nomination and Governance Committee Report: Non-Executive Directors’ experience, page 79, and Table 1 and Table 2, page 80. 21b Global reach and presence – Employees by reporting region, page 27. 22a Corporate Governance Overview, page 67. 22b Sustainability Committee Report: The full role of the Sustainability Committee is set out in its terms of reference, page 82. 22c Sustainability Committee Report: Chair’s introduction, page 82. 22c(i), 22c(ii), 22d Sustainability Committee Report: Chair’s introduction and Activities during the year, page 82. 22b Audit Committee Report: The full role of the Audit Committee is set out in its terms of reference, page 84. 22c Audit Committee Report: Chair's introduction, page 83, and Committee overview – Role of the Committee, page 84. 22c(i), 22c(ii) Audit Committee Report: Committee overview – Role of the Committee, page 84. 22c(iii) Compliance with the UK Corporate Governance Code: 4. Audit, risk and internal control, page 73. 22b Directors' Remuneration Committee: The role of the Remuneration Committee is set out in its terms of reference, page 90. 22c Compliance with the UK Corporate Governance Code: 5. Remuneration, page 73. 22c(i), 22c(ii) Directors' Remuneration Report: Key Committee activities in 2025, page 93. 22c(iii) Directors’ Remuneration Report: Key Committee activities in 2025, page 93, and How the Remuneration Committee ensures targets are stretching, page 96. 22d Directors’ Remuneration Report: How the Remuneration Committee ensures targets are stretching, page 96. 23 Nomination and Governance Committee Report: Committee's role, page 79. 1 Data points derived from other EU legislation: SFDR, Benchmark Regulation. AstraZeneca Annual Report & Form 20-F Information 2025 208 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement General disclosures continued

ESRS DR Paragraph Cross-reference General disclosures ESRS 2 GOV-1 23a, 23b Board performance evaluation: 2025 overview, page 78, Board of Directors as at 10 February 2026, pages 68 and 69, SET as at 10 February 2026, page 70, Sustainability Committee Report: Chair's introduction, page 82. GOV-2 26a, 26b, 26c Sustainability Committee Report: Activities during the year, page 82. 26a Audit Committee Report: Risk identification and management, page 84, Internal Audit, page 85, and Engagement with employees and other stakeholders, page 85. 26b Compliance with the UK Corporate Governance Code: 4. Audit, risk and internal control, page 73, Sustainability Committee Report: Chair's introduction, page 82. 26c Audit Committee Report: Chair's introduction, page 83, Cybersecurity risk, digital security and information governance, page 84, and Sustainability reporting, page 85. GOV-3 29, 29a, 29b, 29c Directors' Remuneration Report: How our performance measures for 2026 support the delivery of our strategy, page 95. 29c, 29d Directors' Remuneration Report: Annual bonus, pages 98 to 102, and long-term incentives, pages 102 to 105. 29e Directors' Remuneration Report: Key Committee activities in 2025, page 93, and How the Remuneration Committee ensures targets are stretching, page 96. SBM-1 40a(i), 40a(ii) Therapy Area Review: 2025 overview, pages 13, 17 and 23. 40a(iii) Global reach and presence, page 27. 40e, 40f, 40g Our Strategy and Key Performance Indicators, pages 10 and 11, Therapy Area Review: 2025 overview, pages 13, 17 and 23. 42, 42a, 42b, 42c Our Purpose, Values and Business Model, pages 8 and 9. SBM-2 45a, 45a(i), 45a(ii), 45a(iii), 45a(iv), 45a(v) Connecting with our stakeholders, pages 74 to 76. 45d How the Board engages with stakeholders, page 76. SBM-3 48b, 48c(i), 48c(ii), 48c(iv) Business conduct: AZ Ethics, Anti-bribery and anti-corruption, and Responsible sales and marketing, pages 34 and 35, Cybersecurity and data privacy, page 36, People: Enabling an agile organisation, and Developing skills and capabilities, page 39, Climate change, pages 42 to 44, Nature, page 45. 48d Group Accounting Policies, page 129. 48f Viability Statement, page 46. Climate change E1 E1-1 14, 16a, 16d Climate change: Transition plan for climate change, page 42. 16b Climate change: Scope 1 and 2 decarbonisation levers, page 42, and Scope 3 decarbonisation levers, page 43. 16h, 16i Climate change: Governance, page 42. 16j Climate change: Climate performance, page 43, Scope 1 and 2 decarbonisation levers, page 42, and Scope 3 decarbonisation levers, page 43. E1-2 25 Climate change: Governance, page 42 and Climate change adaptation, page 44. E1-3 29a, 29b Climate change: Climate performance, page 43, Scope 1 and 2 decarbonisation levers, page 42, Scope 3 decarbonisation levers, page 43. E1-4 34e, 16a Climate change: Transition plan for climate change, page 42. 34a, 34b Climate change: Climate performance, page 43. E1-6 48a, 49a, 49b, 50a, 51, 52a, 52b, AR 45d AR 46g Climate change: Highlighted sustainability metrics, page 42. ESRS 2 MDR-A 68a, 68b, 68c Climate change: Scope 1 and 2 decarbonisation levers, page 42, Scope 3 decarbonisation levers, page 43, and Climate change adaptation, page 44. MDR-T 80f, 80g Climate change: Transition plan for climate change, page 42. 80d, 80j Climate change: Climate performance, page 43. MDR-M 75 Climate change: Highlighted sustainability metrics, page 42. AstraZeneca Annual Report & Form 20-F Information 2025 209 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement

ESRS DR Paragraph Cross-reference E1 E1.GOV-3 13 Directors’ Remuneration Report: How our performance measures for 2026 support the delivery of our strategy, page 95, and Long-term incentives, pages 102 to 105. E1.SBM-3 19a, 19b, 19c, AR 7b, AR 8b Viability Statement, page 46. E1.IRO-1 20a, AR 9, 20b, 20c, 21, AR: 11a, 11c, 11d, 12a, 12b, 12c, 12d, 13, 14 Climate change: Climate change adaptation, page 44. Nature E2 E2-2 AR 13 Nature: Pharmaceuticals in the environment, and PFAS restrictions, page 45. ESRS 2 MDR-A 68a, 68b, 68c BP-2 17a, 17d Nature: Use and sourcing of raw materials, page 45. People S1 S1-1 21 People: Human Resources Standards, page 39. S1-1 20b People: Listening to our workforce, page 39, Engaging with our workforce, page 78. S1-2 27, 27a, 27b, 27c, 27e, 28 S1-2 27, 27a, 27b, 27e Business conduct: AZ Ethics, page 34. S1-3 32b, 32c, 32d, 32e, 33 S1-4 38a, 38c, 38d, 40a, 40b People: Developing skills and capabilities, page 39, Sustainable innovation, page 30, ESRS 2 MDR-A 68a, 68b, 68c Cybersecurity and data privacy, page 36. MDR-M 75 People: Highlighted sustainability metrics, page 39. Accessible and affordable healthcare ESRS 2 BP-2 17a, 17b, 17c, 17d, 17e Accessible and affordable healthcare, page 41. Patient safety and product quality ESRS 2 BP-2 17a, 17c, 17d, 17e Patient safety and product quality, page 31. Sustainable innovation ESRS 2 BP-2 17a, 17c, 17d, 17e Science and Innovation: Our performance in 2025, page 28, Sustainable innovation, page 30, Therapy Area Review: 2025 overview, pages 13, 17 and 23. Business conduct G1 G1-1 9, 10a, 10c, 10c(i), 10c(ii), 10e Business conduct: AZ Ethics, page 34. 10g, 10h Business conduct: Anti-bribery and anti-corruption, page 34. G1-3 18a, 18b, 18c Business conduct: AZ Ethics, page 34. 18c Further information on risk management and controls – Global Compliance and GIA, page 73. 21a, 21b, 21c Business conduct: Anti-bribery and anti-corruption, page 34. ESRS 2 MDR-A 68a, 68b, 68c Business conduct: Anti-bribery and anti-corruption, page 34, Responsible sales and marketing, page 34. ESRS 2 MDR-M 75 Note 30: Commercial litigation, pages 185 to 187, and Government investigations and proceedings, page 188. G1 G1-4 24a 24b Business conduct: Anti-bribery and anti-corruption, page 34. G1.GOV-1 5a Corporate Governance Overview, page 67. 5b Board of Directors as at 10 February 2026, pages 68 and 69, SET as at 10 February 2026, page 70. Cybersecurity and data privacy ESRS 2 MDR-A 68a, 68b, 68c Cybersecurity and data privacy, page 36. MDR-M 75 Cybersecurity and data privacy: Highlighted sustainability metrics, page 36. AstraZeneca Annual Report & Form 20-F Information 2025 210 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement General disclosures continued

The EU Taxonomy The EU Taxonomy (Regulation (EU) 2020/852) and associated Delegated Acts1 represent an evolving classification system for sustainable economic activities. An economic activity is Taxonomy-eligible if it is described in the Taxonomy Delegated Acts. An economic activity is Taxonomy-aligned if it makes a substantial contribution to one or more of the specified environmental objectives, meets specified ‘Do no significant harm’ (DNSH) criteria and is carried out in compliance with minimum safeguards. Eligibility assessment The Group has identified its Taxonomy-eligible activities by screening the economic activities in the Climate Delegated Act and the Environmental Delegated Act. The Group is eligible for a revenue-generating economic activity included in the Environmental Delegated Act for the environmental objective of Pollution Prevention and Control (PPC), namely, PPC 1.2 Manufacture of medicinal products. AstraZeneca is engaged in a single business activity of pharmaceuticals and hence the Group’s capital expenditure (Capex)2 and operating expenditure (Opex)3 is materially eligible for the ‘Manufacture of medicinal products’ activity. Capex was assessed for Taxonomy-eligibility on a project basis based on a set quantitative threshold. Alignment assessment Substantial contribution The ‘Manufacture of medicinal products’ criteria requires that, in order to be aligned, products be both biodegradable and a substitute for an existing non-degradable product. The Group’s portfolio of eligible products includes both biologics and small molecule APIs. Innovative medicines by their very nature are not alternatives to existing products, hence they do not meet the substantial contribution criteria. Eligible products where the APIs are small molecules are generally considered to be not readily biodegradable. The biologics used in the Group’s APIs are mostly naturally occurring and generally considered to be degradable. However, in some instances excipients used in products may not be considered degradable. We have therefore assessed that, overall, our products do not meet the substantial contribution criteria and do not align with the ‘Manufacture of medicinal products’ activity criteria. Interpretation of the EU Taxonomy and company-specific assumptions are required to fulfil the reporting requirements. Revenue The Taxonomy-eligible Revenue KPI is defined as Taxonomy-eligible Revenue divided by Total Revenue, which corresponds to ‘Total Revenue’ in our Consolidated Statement of Comprehensive Income as detailed on page 125. The Group’s Product Sales and sales milestones within Collaboration Revenue are associated with the manufacture of medicinal products, which we consider in total for Taxonomy-eligibility under the activity ‘Manufacture of medicinal products’. Consequently, our Taxonomy-eligible Revenue KPI for the year ended 31 December 2025 is 95% (2024: 96%). Capital expenditure The Taxonomy-eligible Capex KPI is defined as Taxonomy-eligible Capex divided by Total Capex. • Taxonomy-eligible Capex is Capex related to assets or processes associated with Taxonomy-eligible activities. Property, purchase of plant and equipment, right-of-use buildings, intangible assets, purchase of marketing and distribution rights over medicinal products are considered in total for Taxonomy-eligibility under the activity ‘Manufacture of medicinal products’. • Total Capex corresponds to the total of the ‘Additions through business combinations’ and ‘Capital expenditure’ movement types, the total of the ‘Additions – separately acquired’ and ‘Additions through business combinations’ movement types as detailed in Note 8 Property, plant and equipment (page 149), the total of the ‘Additions – separately acquired’ and ‘Additions through business combinations’ movement types as detailed in Note 9 Leases (page 150), and the total of the ‘Additions – separately acquired’ and ‘Additions through business combinations’ movement types as detailed in Note 11 Intangible assets (page 151). The Group’s Taxonomy-eligible Capex KPI for the year ended 31 December 2025 is 83% (2024: 86%). Operating expenditure The Taxonomy-eligible Opex KPI is defined as Taxonomy-eligible Opex divided by Total Opex. • The Group’s Taxonomy-eligible Opex is expenses related to assets or processes associated with Taxonomy-eligible economic activities. R&D expenses associated with functional areas which are involved directly in the manufacture and procurement of medicinal products are considered Taxonomy-eligible under the activity ‘Manufacture of medicinal products’. • The Group’s Taxonomy-defined Opex is the total of R&D expenses, and other direct non-capitalised costs that relate to building renovation measures, short-term leases, maintenance and repair, and any other direct expenditures incurred in the day-to-day servicing of property, plant and equipment. The Group’s Taxonomy-eligible Opex KPI for the year ended 31 December 2025 is 21% (2024: 18%). 1 On 8 January 2026, the EU Commission published a delegated act amending the Disclosures, Climate, and Environmental Delegated Acts that supplement the Taxonomy Regulation, which introduces a materiality threshold for eligibility and alignment as well as a simplified reporting table. 2 As part of our materiality assessment in the current year we have categorised construction and renovation project Capex towards the manufacture of medicinal products, with the exception of R&D functional areas, which is not assessed as it is considered not material (in the prior year, construction and renovation project Capex was categorised as an individual measure against individual real estate activities). 3 As part of our materiality assessment in the current year we have categorised maintenance Opex towards the manufacture of medicinal products (in the prior year, this was categorised as an individual measure against individual real estate activities). AstraZeneca Annual Report & Form 20-F Information 2025 215 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement

Social policies Key contents Scope Accountability Material topics Global Human Resources Standards Sets out our principles for Employment, HR Data, Inclusion and Diversity, Recruitment, Reward, Talent Management, and Bullying and Harassment. The Employment, Talent Management, and HR Data Standards apply to AstraZeneca employees. The Talent Acquisition and Rewards Standards apply to line managers. The Inclusion and Diversity, and Bullying and Harassment Standards apply to all employees, managers and contingent workers. Chief HR Officer People Human Rights Standard* Mandatory principles for upholding human rights across the organisation, guided by the principles of the Universal Declaration of Human Rights, the International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, Covenant on Civil and Political Rights, International Covenant on Economic, Social and Cultural Rights, the United Nations Guiding Principles on Business and Human Rights and the Organisation for Economic Co-operation and Development Guidelines for Multinational Enterprises. All AstraZeneca employees including workers and any agents acting on AstraZeneca’s behalf. Approved by the CEO, implemented through the Global Compliance function All Product to Patient Governance Pathway Comprises vital investment decisions and other key development milestones from the Candidate Drug Investment Decision to health authority approval. All therapeutic areas within R&D. Global Portfolio and Project Management Sustainable innovation Quality Policy Identifies our Company’s Quality responsibilities and commitments to the health of our patients. Applies to all AstraZeneca employees and contractors involved in, or supporting, Good Pharmaceutical Practice (GxP) activities, external partners, GxP material suppliers and GxP service providers. Head of Global Quality, Head of R&D Quality Assurance Patient safety and product quality Global Standard – Quality Management Systems (QMS) Defines our QMS and explains how the functions involved in GxP activities meet the requirements set by regulators, third parties, patients, and ourselves. Applies to all AstraZeneca employees and contractors involved in, or supporting, GxP activities, external partners, GxP material suppliers and GxP service providers. Head of Global Quality, Head of R&D Quality Assurance Patient safety and product quality Social sustainability targets Target and relations to policy Year Notes Sustainable innovation By 2030, we aim to launch at least 20 new medicines. 2030 Our Ambition 2030 workstreams focus on accelerating our strategic priorities, exploring new ones and building for the future. Our scientific measures incentivise the development of new molecular entities (NMEs) and maximise the potential of existing medicines. Oncology, BioPharmaceuticals and Rare Disease are all in scope. Accessible and affordable healthcare By 2030, we aim to positively impact one billion people, including 400 million people from underserved groups. 2030 In May 2025, we updated our health equity strategy, embedding health equity across science (including genomics and clinical trials), healthcare delivery and community investment, with a 2030 ambition to positively impact one billion people, including 400 million from underserved communities. Social sustainability metrics Metric Definitions and calculations (if applicable) Methodology Sustainable innovation Number of NMEs (approvals cumulative)1 ‘NME approvals’ refers to medicines approved since October 2022 to meet our Ambition 2030. Data is collected via a monthly reporting process, captured on AstraZeneca’s project planning and forecasting tool, and maintained by the Global Portfolio and Project Management team. Approvals for the same drug in different countries are considered distinct regulatory events. Number of pipeline progression events1 ‘Pipeline progression events’ refers to the commencement of Phase II, and progression to an investment decision. The commencement of Phase II refers to when the first patient consents in Phase II of the trial. An investment decision may be a Phase II pivotal investment decision or a Phase III investment decision, where a positive outcome is expected to proceed to regulatory filing in the subsequent phase. For further information on Phase II and III, see page 9. Number of regulatory events1 ‘Regulatory events’ refers to submissions or approvals for our medicines in major markets. 1 Entity-specific metrics. * Data point derived from other EU legislation: SFDR, Benchmark Regulation. AstraZeneca Annual Report & Form 20-F Information 2025 217 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement Social disclosures

Governance policies Key contents Scope Accountability Material topics Code of Ethics • Our Values • Our Science • Our Interactions • Our Workplace • Our Sustainability Applies to all Executive and Non-Executive Directors, officers, employees and contract staff of our Group. Approved by the Audit Committee, implemented through our Chief Compliance Officer and CEO All Code of Conduct for Third Parties Translates our Code of Ethics into content applicable and relevant to our supply chain, across the topics: ethics, human and labour rights, health and safety, environment, management systems, and reporting. Applies to all our suppliers. Approved by the Chief Procurement Officer and implemented through the Global Procurement function All Anti-Bribery and Anti-Corruption Global Standard Outlines our key anti-bribery and anti-corruption principles and provides guidance on how to apply our Values. Applies to all our employees, contractors and third parties. Approved, implemented, and reported on to the Board and Audit Committee through our Deputy Chief Compliance Officer Business conduct Promoting our Products Global Standard Key principles pertaining to product promotion at the Company. Applies to all our employees and contract staff engaged in the promotion of our products. Deputy Chief Compliance Officer approves and implements the Standard Business conduct IT Security Policy Framework IT Security Policy, Standards, Standard Operating Procedures and Secure Baseline Configurations, based on the US National Institute of Standards and Technology Cybersecurity Framework, EU NIS2 Directive and General Data Protection Regulation. Applies to all information assets and underlying IT and operational technologies and services that we own and/or utilise are covered by the policy, along with all our employees and external/third-party companies and personnel. Chief Information Security Officer Cybersecurity and data privacy Data Privacy Standard Privacy risks, data collection, transparency and consent, data minimisation, legitimacy, accuracy, security, data subject rights and requests, retention, international transfers, third-party access, and marketing and promotional activities. Applies to all entities within the Group, the Company and all our employees and temporary staff who have access to personal data as part of their business activities. Senior Executive Team Data privacy Governance metrics Metric Definitions and calculations (if applicable) Methodology Cybersecurity and data privacy Number of material cybersecurity incidents1 A ‘material cybersecurity incident’ is defined as material unauthorised access, disclosure or disruption of information systems of data that significantly impacts the confidentiality, integrity or availability of critical assets, operations, or stakeholders. Data is collected through incident reports, security logs and continuous monitoring tools. Designated cybersecurity and data privacy members are responsible for data collection. Number of material security breaches involving personal data1 ‘Material security breaches’ refers to material unauthorised access to personal data. A reported breach alone does not constitute a material breach. 1 Entity-specific metrics. AstraZeneca Annual Report & Form 20-F Information 2025 219 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Sustainability Statement Governance disclosures

AstraZeneca Annual Report & Form 20-F Information 2025 221 Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Independent Sustainability Assurance Report [INTENTIONALLY LEFT BLANK]

• the risk of failure to maintain supply of compliant, quality medicines • the risk of illegal trade in our Group’s medicines • the risk of reliance on third-party goods and services • the risk of failure in IT or cybersecurity • the risk of failure of critical processes • the risk of failure to collect and manage data and AI in line with legal and regulatory requirements and strategic objectives • the risk of failure to attract, develop, engage and retain a diverse, talented and capable workforce • the risk of failure to meet our sustainability targets, regulatory requirements or stakeholder expectations with respect to the environment • the risk of failure to meet regulatory and ethical expectations on commercial practices, including anti-bribery/ anti-corruption, anti-fraud and scientific exchanges • the risk of the safety and efficacy of marketed medicines being questioned • the risk of adverse outcome of litigation and/or governmental investigations • intellectual property-related risks to the Group’s products • the risk of failure to achieve strategic plans or meet targets or expectations • the risk of geopolitical and/or macroeconomic volatility disrupting the operation of our global business • the risk of failure in internal control, financial reporting or the occurrence of fraud • the risk of unexpected deterioration in the Group’s financial position. Certain of these factors are discussed in more detail, without limitation, in the Risk Supplement available on our website, www.astrazeneca.com/annualreport2025, and reproduced in AstraZeneca’s Form 20-F filing for 2025, available on the SEC website www.sec.gov. Nothing in this Annual Report should be construed as a profit forecast. Inclusion of Reported performance, Core financial measures and constant exchange rate growth rates AstraZeneca’s determination of non-GAAP measures, together with our presentation of them within our financial information, may differ from similarly titled non-GAAP measures of other companies. Statements of competitive position, growth rates and sales In this Annual Report, except as otherwise stated, market information regarding the position of our business or products relative to its or their competition is based upon published statistical sales data for the 12 months ended 30 September 2025 obtained from IQVIA, a leading supplier of statistical data to the pharmaceutical industry. Except as otherwise stated, these market share and industry data from IQVIA have been derived by comparing our sales revenue with competitors’ and total market sales revenues for that period, and except as otherwise stated, growth rates are given at CER. For the purposes of this Annual Report, unless otherwise stated, references to the world pharmaceutical market or similar phrases are to the 63 countries contained in the IQVIA database, which amounted to approximately 85% (in value) of the countries audited by IQVIA. Information on websites Information on or accessible through AstraZeneca websites (including www.astrazeneca.com and any websites referenced in this Annual Report) or any external/third-party websites does not form part of and is not incorporated into this Annual Report. Cautionary statement regarding forward‑looking statements The purpose of this Annual Report is to provide information to the members of the Company. The Company and its Directors, employees, agents and advisers do not accept or assume responsibility for any other person to whom this Annual Report is shown or into whose hands it may come and any such responsibility or liability is expressly disclaimed. In order, among other things, to utilise the ‘safe harbour’ provisions of the US Private Securities Litigation Reform Act of 1995 and the UK Companies Act 2006, we are providing the following cautionary statement: This Annual Report contains certain forward-looking statements with respect to the operations, performance and financial condition of the Group, including, among other things, statements about expected revenues, margins, earnings per share or other financial or other measures. Forward-looking statements are statements relating to the future which are based on information available at the time such statements are made, including information relating to risks and uncertainties. Although we believe that the forward-looking statements in this Annual Report are based on reasonable assumptions, the matters discussed in the forward-looking statements may be influenced by factors that could cause actual outcomes and results to be materially different from those predicted. The forward-looking statements reflect knowledge and information available at the date of the preparation of this Annual Report and the Company undertakes no obligation to update these forward-looking statements. We identify the forward-looking statements by using the words ‘anticipates’, ‘believes’, ‘expects’, ‘intends’ and similar expressions in such statements. Important factors that could cause actual results to differ materially from those contained in forward-looking statements, certain of which are beyond our control, include, among other things: • the risk of failure or delay in delivery of pipeline or launch of new medicines • the risk of failure to meet regulatory or ethical requirements for medicine development or approval • the risk of failures or delays in the quality or execution of the Group’s commercial strategies • the risk of pricing, affordability, access and competitive pressures Strategic Report Corporate Governance Financial Statements Sustainability Statement Additional Information Important information for readers of this Annual Report AstraZeneca Annual Report & Form 20-F Information 2025 228 Important information for readers of this Annual Report

Consultancy, design and production by Design Bridge and Partners www.designbridge.com Board photography Igor Emmerich Marcus Lyon Alex Telfer This Annual Report is printed on Revive Silk 100 paper, manufactured from FSC® Recycled certified fibre derived from 100% pre- and post-consumer waste and Carbon Balanced with the World Land Trust. Printed in the UK by Pureprint using its pureprint® environmental printing technology, and vegetable inks were used throughout. Pureprint is a CarbonNeutral® company. Both the manufacturing mill and the printer are registered to the Environmental Management System ISO14001 and are FSC® chain-of-custody certified.

Registered office and corporate headquarters AstraZeneca PLC 1 Francis Crick Avenue Cambridge Biomedical Campus Cambridge CB2 0AA UK Tel: +44 (0)20 3749 5000 This Annual Report is also available on our website, www.astrazeneca.com/annualreport2025