Outcome of Board Meeting

Date: 03.11.2026 Corporate Relations Department Listing Compliance Department BSE Limited National Stock Exchange of India Limited Phiroze Jeejeebhoy Towers, Exchange Plaza, Dalal Street, Mumbai - 400 001 Plot No. C/1, G Block, Bandra-Kurla Complex, Bandra (East), Mumbai - 400 051 Scrip Code: 506194 Symbol: ARIHANTSUP Class of Security: Equity Series: EQ Sub: Outcome of the meeting of the Board of Directors of Arihant Superstructures Limited (“Company”) held on November 03, 2026. Dear Sir/Madam, Pursuant to Regulation 30 of SEBI (Listing Obligations and Disclosure Requirements), Regulations, 2015, we would like to hereby submit the outcome for the Board Meeting held on Tuesday, November 03, 2026 at 12.00 noon at the registered office of the Company at Arihant Aura” 25th Floor, B Wing, Plot No. 13/1, TTC Industrial Area, Thane Belapur Road, Turbhe, Navi Mumbai – 400705. The brief details of the major business transacted at the Board Meeting were as follows: 1. The company & its Board has approved the succession plan a very detailed blend of promoters & professionals on all parameters of qualifications & powers vested with the successors. (Annexure – I) 2. Dwellcons Ltd. a 100% subsidiary of ASL has signed & entered into Hotel Management Agreement with ITC Hotels Ltd. for their luxury brand Mementos for its 227 Room (44 suites) 5-star hotel at World Villas Chowk Mumbai 3.0. This also validates the potential of the location and the advantage to the real estate sector in the region where Arihant Superstructures Limited holds a major position. 3. Took note of the circular resolution approving the appointment of Mr. Pradeep Mehta, Chartered Accountant, Ex-CFO (2017-2019) of Arihant Superstructures Limited has been appointed as an Independent Director on the Board of Company with effect from October 23, 2026.The necessary intimation and disclosures were submitted to the Stock Exchanges on October 23, 2026. 4. The Board considered and approved the Unaudited Accounts (Standalone and Consolidated) along with the Limited Review Report of the Company for the quarter and half year ended September 30, 2026. (Annexure – II) 5. The Board approved the draft Notice of Postal Ballot incorporating the proposed resolution and explanatory statement. The Board meeting was concluded at 03:00 P.M. We request you to kindly take the above on record. Thanking you, Yours faithfully, For and on behalf of the Board of Directors Arihant Superstructures Limited Parth Chhajer Joint Managing Director DIN: 06646333 Annexure – I Strategic Succession and Leadership Framework Section 1: Core Philosophy and Leadership Structure ASL operates on a dual-engine leadership model. The founding family provides the financial foundation, core vision, and final accountability. Long-term business sustainability and expansion rely on a highly vetted cadre of professionals. 1. Leadership Structure Family Oversight & Stewardship: Ultimate accountability to all external stakeholders, capital allocation, brand stewardship, and macroeconomic expansion rest with the promoter group. Professional Integration: Growth and operational decision-making are not restricted to family members. Professionals are actively integrated into the core thought leadership and strategic direction of the company. 2. Unified Successor Blueprint All candidates i.e. the promoter's family line or a hired professional leader, will be evaluated against the exact same parameters. Qualifying Parameters: The True Parameters for Succession: Succession eligibility shall be determined based on demonstrated or latent capacity for:  Complete Command over Business and financial Inflows & Outflows: The individual must have the capability to drive every economic factor of the businesses. This includes ultimate accountability for revenue generation (income), cost control and capital allocation (expenditure).  Vertical and People Management: Ability to manage diverse business verticals and ecosystems—either through direct oversight or by successfully delegating to newly appointed teams and leaders.  Leadership Multiplication: Ability to build their own strategic teams and groom new CEOs to run either existing operations or entirely new business ventures. Non-Qualifying Parameters: Elimination of Granular Restrictions: Succession eligibility shall not be impacted by below factors:  Existing or Future JDAs/JDs: Specific job descriptions, current operational roles and day to day responsibilities are irrelevant.  Academic/Technical Credentials: Having a specific degree, or being limited/highly educated in a narrow field, will not be a barrier.  Granular Subject Knowledge: While domain familiarity matters, having hyper-specific, granular knowledge of a single technical subject is not a prerequisite. 3. The 5-Pillar Professional Evaluation Matrix To qualify for top-tier leadership and strategic decision-making roles, professionals are assessed using a multi-dimensional point system. Pillar Criterion Strategic Focus Financial and operational integrity aligned with the 1 Trust promoters’ long-term vision. Proven ability to independently execute high-stakes 2 Reliability responsibilities. Discipline & Balanced Protection of company interests during negotiations and Judgment strategic decision-making. Long-term commitment, continuity, and historical 4 Loyalty & Tenure understanding of the organization. Continuous upskilling that strengthens executive decision- 5 Self-Development making capability. To ensure a fair and progressive workplace, the company utilizes a Total Average Mechanism rather than a single-elimination rule. High performance in one area can balance out limitations in another. For example, a relatively new professional who scores exceptionally high on Self- Development, Discipline, and Reliability can out qualify a long-tenured employee who lacks proactive growth. Qualification for core strategic roles is strictly performance-and-character- driven. Existing job titles or academic credentials will not guarantee a seat at the decision- making table. Section 2: New Business & Diversification Governance Protocol The company recognizes the need for entrepreneurial expansion while maintaining strict protection of the core business and shareholder wealth. This framework governs all non-core diversification and new business initiatives. Key decision will be undertaken with the help of a Strategic Committee: 1. Structure of the Investment & Venture Committee - The committee acts as the ultimate balancing wheel between institutional memory (Promoters), execution capability (Professional Successors), and objective validation (External Advisors).  Promoters & Core Equity Holders: Retain ultimate strategic oversight and veto power, ensuring the company’s foundational values and long-term vision are respected.  Professional Successors: Integrated directly into the decision-making process to give them a voice, align their long-term interests, and test their strategic acumen on new business frontiers.  External Technical Advisors: Infused into the panel on a project-by-project basis. Their role is to provide unbiased, expert validation—especially when a proposal veers into a "deviation or diversion" from the company's master core activities. 2. Risk Management - This provision ring-fences the company’s primary wealth and protects the core business from destabilization due to speculative expansion into completely new business segments vertical which are unrelated to current business.  Fair Value Concept: The management will calculate an implied fair value of the company’s business. The fair value will be calculated based the Net Present Value calculated based on discounted cash flow method (discounting of the future cash flows of the business).  Stop Loss Mechanism: This will prevent hope-driven capital drains by introducing an absolute stop loss mechanism. If any new business undertaken by the Group breaches pre-defined performance threshol [Showing first 8,000 characters — download PDF for full document]