Assets
| Type | Time | Amount | Unit |
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| ifrs-full:Assets | 2024-12-31 | 50641000000 | dkk |
| ifrs-full:Assets | 2023-12-31 | 47693000000 | dkk |
Revenue
| Type | Start date | End date | Amount | Unit |
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| ifrs-full:Revenue | 2024-01-01 | 2024-12-31 | 83761000000 | dkk |
| ifrs-full:Revenue | 2023-01-01 | 2023-12-31 | 78681000000 | dkk |
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<mrv:CorporateGovernanceReport contextRef="ctx-1" id="s8__7__7" xml:lang="en">CORPORATE GOVERNANCECorporate governanceTransparency, constructive stakeholder dialogue, sound decision-making processes and controls are key aspects of our corporate governance for the benefit of ISS and our stakeholders.FrameworkThe Board of Directors (the Board) continuously reviews and develops the Groupâs corporate governance framework and policies in response to the Groupâs strategic development, activ-ities, business environment, corporate governance recommen-dations and statutory requirements.ManagementManagement powers are distributed between our Board and our Executive Group Management Board (the EGMB). No person serves as a member of both corporate bodies. Our EGMB carries out the day-to-day management, while our Board supervises the work of our EGMB and is responsible for the overall management and strategic direction.The members of the EGMB are the Group CEO and the Group CFO. Together, they form the management registered with the Danish Business Authority. The Group has a wider Executive Group Management (the EGM), whose members are three Corporate Senior Officers in addition to the EGMB.The rules on the governance of ISS A/S, including share capital, general meetings, shareholder decisions, election of members to the Board, etc., is described in the Articles of Association which are availablehereIn the review of our governance structure on p. 45, we have outlined the primary responsibilities of the Board and the EGM as well as 2024 activity by Board committees. New Group CFO and EGM changesOn 3 June 2024, Mads Holm took up the position as Group CFO and member of the EGMB registered with the Danish Business Authority.On 9 January 2025, ISS announced changes to the EGM, see p. 49.Board compositionThe Board currently consists of ten members, seven elected by the general meeting and three elected by and among the employees. (GOV-1 §21(a)).Board members elected by the general meeting stand for election each year. Changes to the Board following the annual general meeting on 11 April 2024 as well as changes made during the year are described in the box on the next page. Board bios, see pp. 47-48.Employee representatives are elected on the basis of a voluntary arrangement regarding Group representation for employees of ISS World Services A/S as further described in the Articles of Association. Employee representatives serve for terms of four years. Two of the current employee representa-tives joined the Board after the annual general meeting in April 2023 and one of the current employee representatives was elected at a Supplementary Election held on 3 December 2024. (GOV-1 §21(b)).All board members are independent, except for the employee representatives. (GOV-1 §21 (e)).Board evaluationIn 2024, the Board performed its annual evaluation of the Boardâs performance with assistance by an external advisor. Each member of the Board and the Group CEO and CFO answered bespoke online questionnaires and participated in in-depth personal interviews. The evaluation included evaluating the strategy development and implementation; risk awareness, monitoring and reporting; cooperation with and evaluation process of CEO and execu-tive management; board composition and dynamics; on- and off-boarding; meeting structure and effectiveness; contribution of committees and Deputy Chair; evaluation of the Chair; and evaluation of the contribution of each board member (GOV-1 §23 / §23 (a)).The results were reviewed by the Nomination Committee and discussed at the Board meeting in December 2024, where the external advisor also attended and provided feedback. The individual memberâs contribution was subsequently reviewed as part of individual meetings held between the Chair and each member. Overall, the Board was evaluated by the external advisor to be very well-functioning and generally highly effective, with a collaborative and inclusive environment led by the chair.The evaluation identified a few focus areas to strengthen the Boardâs performance and value contribution further during 2025: i) sharpen focus on high-priority strategic topics and implementation, while minimizing time spent on less critical issues and ii) enhanced focus on pre-read material and pres-entations to leave sufficient time for discussion and ongoing feedback.For further details, see response to recommendation 3.5.1 of the 2024 Statutory report on Corporate Governance.Board mattersPurposeThe Board had a strong focus on ISSâs purpose and worked continuously on promoting a good culture and sound values in 2024. The focus is supported even further, through the inclusion of ESG targets as separate objectives in the Short-Term-Incentive programme, see the 2024 Remuneration Report.2024 specific mattersStrategy reviewAppointment of new Group CFOHealth & Safety developmentSustainability (ESG)Activating our cultural ambitionEmployee engagement Review of commercial pipeline and feed-back through customer casesDeutsche Telekom â performance and contractual disagreementsStrategic positioning in TürkiyeM&A opportunitiesShare buy-back distributionShareholder engagement Recurring mattersThe Board transacted various recurring matters which are provided in the governance structure overview on p. 45.Board changesAt the annual general meeting on 11 April 2024, Henriette Hallberg Thygesen was appointed as new board member.On 12 August 2024, Nada Elboayadi stepped down as employee-elected board member.On 3 December 2024, Tove Møller Eriksen was elected as employee-elected board member.On 9 January 2025, Henrik Lind and Jens Bjørn Andersen were nominated as new board members for election at the annual general meeting on 11 April 2025. Jens Bjørn Andersen was nominated as new Deputy Chair. Søren Thorup Sørensen has decided not to seek re-election at the 2025annual general meeting.Meeting attendanceBoardAudit & riskRemu-nerationTrans-actionNomi-nation Niels Smedegaard, Chair11/114/45/53/3Lars Petersson, Deputy Chair11/115/5Kelly Kuhn11/114/43/3Søren Thorup Sørensen 10/117/7Ben Stevens 11/117/75/5Reshma Ramachandran 11/114/43/3Henriette Hallberg Thygesen 1)8/105/6Signe Adamsen (E)11/11Rune Christensen (E) 11/11Tove Møller Eriksen (E) 2)1/1Left in 2024:Nada Elboayadi (E) 3)0/51)Joined the Board on 11 April 20242)Joined the Board on 3 December 20243)On leave from December 2023 and left the Board on 12 August 2024AssuranceThe independent auditor audits the Groupâs financial statements and expresses a reasonable assurance opinion. No opinion or conclusion is provided for the Management review, except for the Sustainability statement. The independent auditor conducts a limited assurance engagement on the Groupâs Sustainability statement and expresses a limited assurance conclusion. Group Internal Audit (GIA) is responsible for providing an objective and independent assessment of the effectiveness and quality of the internal controls through delivery of the internal audit plan ap-proved by the Audit and Risk Committee (ARC). GIA operates under a charter, which is reviewed and approved annually by the ARC.The internal audit plan for 2024 was prepared based on the outcome of the Group Risk review and incorporated audits cov-ering the areas of financial reporting controls, internal controls on ISSâs largest strategic key accounts, the control environment in ISS country organisations, information technology and com-pliance (internal and external regulations).GIA monitors the actions of management to address observa-tions made on the internal control environment to ensure con-trol gaps are resolved adequately. Regular reports on the status of open observations are made to both the EGM and ARC.Speak Up (whistleblowing)Our Speak Up Policy is a fundamental element in our approach to responsible business conduct. Information regarding the Speak Up system, including detailed run-through of the process, can be found in our 2024 Sustainability statement in G1-1, p. 96.Data ethicsThe Groupâs Data Ethics Policy (the Policy) describes ISSâs approach to data ethics and aims to encourage our placemak-ers and partners, to have an active involvement in data ethical questions and to raise concerns ensuring continuous develop-ment of the guiding principles. The Policy as per section 99d in the Danish Financial Statements Act, adopted by the EGM and the Board and subject to annual review, is described in S4-1, Policies on p. 81, and also available hereGovernance reportThe report includes a description of our gov-ernance structure, the main elements of our internal controls related to financial reporting and our position on the Danish Corporate Governance Recommendations. Compliance with recommendations Except for recommendation 1.1.3, Publica-tion of quarterly reports, we comply with the recommendations. We publish full- and half-year financial results and Q1 and Q3 trading updates in line with international industry practice. This reporting format is selected to balance focus between short-term performance and long-term value creation. Investor presentations are held quarterly via live webcast/telephone conference.Board of DirectorsThe Board is responsible for the overall management and strategic direction of the Group, including:strategy plan, including sustainability strategy and targets (GOV-1 §22 (d))financial projectionsdetermining appropriate qualifications, experience and competences of the Board and EGMB (GOV-1 §22 (d))appointing EGMB memberssupervising the activities of the Groupreviewing the financial position and capital resources to ensure that these are adequateThe Board reviews the Groupâs share and capital structure on an ongoing basis. The Board believes the present share and capital structure serves the best interests of both the shareholders and ISS as it gives ISS the flexibility to pursue strategic goals, thus supporting long-term shareholder value combined with short-term shareholder value in accordance with the capital allocation policy.The Board receives monthly financial reporting and is briefed on important matters in between board meetings.The Board held 11 meetings in 2024. 2024 Board committee activitiesAudit and Risk Committee (ARC)Held 7 meetings in 2024 and continued its focus on:evaluating the external financial and ESG reporting, material accounting policies and significant accounting estimates and judgements related to e.g. impairment tests, divestments, deferred tax and revenue and related customer receivablesreviewing and monitoring the Groupâs risk management, in-ternal controls, Speak Up (whistleblower) system and business integrity mattersmonitoring the Group Internal Audit functionevaluating the Financial Policy, the Dividend Policy and the Group Tax Policymonitoring and considering the relationship with the external auditor and the external assurance provider in respect of ESG reporting, reviewing the audit process and the long-form audit report, and recommending on appointment of external auditor and external assurance provider in respect of ESG reportingRemuneration CommitteeHeld 4 meetings in 2024 and continued its focus on:reviewing the remuneration policy/guidelines on incentive payrecommending the remuneration of Board and EGMB mem-bers and approving remuneration of EGMNomination CommitteeHeld 3 meetings in 2024 and continued its focus on:assisting in ensuring that appropriate plans and processes are in place for the nomination of candidates to the Board and the EGMBevaluating the composition of the Board and the EGMBrecommending nomination or appointment of Board, EGMB and board committee membersTransaction CommitteeHeld 5 meetings in 2024 and continued its focus on:reviewing and making recommendations on certain large acquisitions, divestments and customer contractsfollowing and considering large transactions, including reviewing pipeline and ISSâs proceduresreviewing material new financing, refinancing or material variation of existing financing and proposals for equity or debt issuanceExecutive Group ManagementThe EGM is responsible for the day-to-day management, including:developing and implementing strategic initiatives and Group policiesdesigning and developing the organisational structuremonitoring Group performancemanaging ESG activities as reflected in our Sustainability Policyevaluating and executing investments, acquisitions, divestments and large customer contractsassessing whether the Group has adequate capital resources and liquidity to meet its existing and future liabilitiesestablishing procedures for accounting, IT organisation, risk management and internal controlsthe EGM has established a number of committees; Sus-tainability1)(see p. 55), Remuneration, Business Integrity and DisclosureCountry leadershipResponsible for the implementation of the strategy on country level and managing the business in accordance with Group policies and local legislation, including managing oper-ations in their market. Country leadership teams are set out under each relevant country at www.issworld.com1)From February 2025 the Sustainability Committee will be organised as an opera-tional committee headed by the Group Chief People & Technology Officer rather than an EGM committee. The annual wheel for EGM meetings now includes at least quarterly sustainability updates.Governance structureShareholders of ISS A/SExercise their rights at the annual general meeting (AGM)Board of Directors7 AGM elected members (100% independent)3 employee representativesBoard committees4 committeesExecutive GroupManagement BoardGroup CEO & Group CFO registered with the Danish Business Authority (the EGMB)Executive GroupManagement (EGM)A wider EGM comprising 3 Corporate Senior Officers in addition to the EGMBCountry leadershipCountry managers of 25 countriesBoard bios,pp. 47-48EGM bios, p. 49</mrv:CorporateGovernanceReport>
<mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="s8__7__8" xml:lang="en">STATUS ONDiversityThe Board and the EGM recognise the importance of promot-ing diversity at management levels and have implemented policies regarding diversity in respect of Board and EGM nom-inations according to which we are committed to selecting the best candidate. When considering qualifications, experience and competencies, emphasis is (based on a recommendation from the Nomination Committee) placed on:experience and expertise;diversity of gender, age and nationalities as well as in broader terms; andpersonal characteristics matching ISSâs values and leadership principles.The overall relevant experiences and competencies for board members are included in the ISS A/S Competencies & Diversity policy, available hereThe specific competencies for each board member are listed on pp. 47-48, including the specific ESG competencies marked with the letter âEâ for Environmental, âSâ for Social and/or âGâ for Governance. The competencies for each board member are an-nually reviewed, including competencies within our sustainabil-ity-related material impacts, risks and opportunities. Expertise within business conduct is included in the special competence identified as Corporate responsibility & sustainability.In terms of nationalities, 60% of the EGM members were Dan-ish, 20% British and the remaining 20% were Norwegian. (GOV-1 §21 (d)).In our Board, 44% of the members were Danish, 14% Swedish, 14% British, 14% Swiss and the remaining 14% were American. (GOV-1 §21 (d)).The Group Diversity, Inclusion & Belonging policy, available hereGender Gender balance is, and has always been, a vital part of our Diversity, Inclusion and Belonging (DIB) agenda. As part of our DIB strategy, we have defined a target of achieving at least 40% gender balance at corporate leadership levels by 2026. Our actions to reach our target for corporate leadership are further described in our Sustainability statement, see S1-5, Gender balance, p. 73 and S1-9, Diversity metrics p. 75.In our EGM, the female representation decreased to 20% following the changes to the management team as of 9 January 2025, see p. 46. At 31 December 2024, female representation was 25% (2023: 22%). (GOV-1 §21 (d)).In our Board, the female representation was 43% (AGM elected) and 50% including employee representatives. (GOV-1 §21 (d)).A status on gender balance for the Board at 31 December 2024 is provided to the right, together with diversity in terms of nationality and special competencies.To promote, facilitate and increase the number of women in corporate leadership, we continue leveraging our DIB policy, which defines a number of initiatives, e.g.: our recruitment policy, requiring that we short-list at least one female candidate in all internal and external searches for vacant positions develop succession planning with the aim of identifying gender balanced successors by building and developing balanced pipeline engage with comparative companies and external bodies promoting women in leadership as well as engaging with our Gender Balance Employee Resource Group (ERG).EGMFemale representation20%NationalitiesDanish 60%British 20%Norwegian 20%Corporate leadershipFemale representation 37%Board1)Female representation43% 50% incl. employee rep.NationalitiesDanish 44%Swedish 14%British 14%Swiss 14%American 14%Special competencies100%Strategy & value creation100%Corporate responsibility & sustainability86%Leadership of large international, multicultural companies86%Transformational change & operational alignment57%Finance, accounting & tax57%People development, succession planning, diversity & remuneration43%Investors & capital markets43%Risk management43%IT, technology & digitisation43%International service industry29%Sales & marketing, incl. complex, large-scale sales processes</mrv:StatementOfTheDiversityPolicies>
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xml:lang="en">GeneralCreating value through sustainability As a leading, global provider of workplace and facility services with 325,000+ employees and 40,000+ customers in ~30 countries, where we self-deliver our services, ISS impacts people, societies, and the environment. As a facility service provider, our âproductâ is our people, which means that our climate footprint is relatively low compared to companies in many other industries. Still, we take full responsibility for mitigating climate change and are committed to pursuing our net-zero ambitions while supporting our customersâ environmental goals.It is in the social domain, however, where we can make the greatest sustainability impact.Sustainability is embedded in our strategy, values, business practices, and decision-making, and we are strongly committed to making a positive difference through ambitious efforts â both within our organisation and in close collaboration with customers and suppliers.We contribute to people and communities by offering safe and inclusive workplaces where everyone is respected for who they are, is fairly compensated, and has opportunities to advance their social mobility. This is the right thing to do and essential for success: engaged people deliver better services and customer experiences.Through data-driven insights and hands-on expertise, we help our customers improve efficiency, adopt sustainable practices, and achieve their environmental goals. At the same time, our self-delivery model and dedicated workforce support our customers in advancing their social progress. In this sectionDisclosure requirements in ESRS coveredby the Sustainability statement 54Governance 55Strategy58Impact, risk & opportunities management 64Disclosure requirements in ESRS covered by the Sustainability statementESRS 2GeneralPageGOV-1The role of the administrative, management and supervisory bodies55GOV-2Information provided to and sustainability matters addressed by the companyâs administrative, management and supervisory bodies55GOV-3Integration of sustainability-related performance in incentive schemes56GOV-4Statement on sustainability due diligence56GOV-5Risk management and internal controls over sustainability reporting56BP-1General basis for preparation of the sustainability statement57BP-2Disclosures in relation to specific circumstances57SBM-1Strategy, business model (SBM) and value chain58SBM-2Interests and view of stakeholders (link to strategy and business model)59SBM-3Material impacts, risks and opportunities (IRO) and their interaction with strategy and business model59IRO-1Description of the processes to identify and assess material impacts, risks and opportunities64IRO-2Disclosure requirements in ESRS covered by the undertakings sustainability statement65ESRS S1Own workforce PageS1-1Policies related to own workforce67S1-2Processes for engaging with own workers and workersâ representatives about impacts68S1-3Processes to remediate negative impacts and channels for own workers to raise concerns68S1-4Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions69S1-5Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities73S1-6Characteristics of the undertakingâs employees73S1-7Characteristics of non-employee workers in ISSs own Workforce74S1-8Collective bargaining coverage and social dialogue74S1-9Diversity metrics75S1-10Adequate wages75S1-12Persons with disabilities75S1-13Training and skills development metrics75S1-14Health and safety metrics75S1-16Remuneration metrics (pay gap and remuneration ratio)76S1-17Incidents, complaints and severe human rights impacts76ESRS S2Workers in the value chainPageS2-1Policies related to workers in the value chain79S2-2Processes for engaging with workers in the value chain and workersâ representatives about impacts79S2-3Processes to remediate negative impacts and channels for workers in the value chain to raise concerns79S2-4Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to workers in the value chain, and effectiveness of those actions79S2-5Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities80ESRS S4Consumers and end-usersPageS4-1Policies related to consumers and end-users81S4-2Processes for engaging with consumers and end-users and workersâ representatives about impacts81S4-3Processes to remediate negative impacts and channels for consumers and end-users to raise concerns81S4-4Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions81S4-5Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities81ESRS E1EnvironmentPageE1-1Transition plan for climate change mitigation83E1-2Policies related to climate change mitigation and adaptation 84E1-3Actions and resources in relation to climate change policies84E1-4Targets related to climate change mitigation and adaptation86E1-5Energy consumption and mix86E1-6Gross Scopes 1, 2, 3 and Total GHG emissions 87E1-7GHG removals and GHG mitigation projects financed through carbon credits87E1-8Internal carbon pricing87ESRS G1GovernancePageG1-1Business conduct policies and corporate culture96G1-2Management and relationship with suppliers97G1-3Prevention and detection of corruption or bribery97G1-4Confirmed incidents of corruption or bribery98G1-6Payment practices98ESRS 2GeneralOur services are performed by people at the sites of our 40,000+ customers on a daily basis. It is therefore no surprise that our sustainability impacts, risks and opportunities (IROs) are skewed towards social aspects. We take shared responsibility across the organisation for managing our sustainability IROs, but the weight of our support structures indicates the depth or âoverall materialityâ of social, environmental and governance aspects. GovernanceGOV-1ManagementThe Board of Directors (the Board) retains overall oversight of sustainability matters while Executive Group Management (the EGM) is responsible for the day-to-day management of sustain-ability activities as reflected in our Sustainability Policy. The Audit & Risk Committee, a sub-committee to the Board, exercises oversight responsibilities relating to business conduct and internal controls over sustainability reporting. Management oversight of sustainability activities is primarily exercised by the EGM through the Sustainability Committee, a sub-committee of the EGM chaired by the Group Chief People & Technology Officer. The Business Integrity Committee chaired by the Group CFO exercises managerial oversight of business conduct matters.Our Group Head of Environment, Social Sustainability and Gov-ernance is overall responsible for coordination of the operational execution of our sustainability strategy as defined by the Board and EGM. Day-to-day management responsibilities of sustaina-bility activities are delegated and integrated into each relevant functional pillar. Environmental matters are the overall responsi-bility of Operations headed by our Group Chief Operating Officer, social matters are the overall responsibility of Group People & Culture headed by our Group Chief People & Technology Officer and governance matters are the overall responsibility of Group Legal headed by our Group General Counsel.We embed our sustainability activities in our service perfor-mance through four Sustainability Service Line Boards headed by the Global Head of Cleaning, Technical Services, Food and Workplace respectively and with country and functional rep-resentation to ensure enterprise-wide engagement.Managing our material impacts, risks and opportunities does not necessarily follow strict organisational design principles, but require adaptation to how management and oversight is best exercised and executed in our context. Functional man-agement responsibilities for each material topic is described together with the material topic. Key ESG metrics are consolidated and reported internally on a quarterly basis through ESG Controlling & Reporting as part of the Finance function headed by the Group CFO.Targets may be defined as part of managing functional sustaina-bility responsibilities, but does not follow a defined process. Our essential sustainability related targets are endorsed by the EGM.Appropriateness and availability of sustainability related skills and expertise is assessed and evaluated in the same way as any other required or desired skillset or expertise. Our build out of global functions on Sustainability, Decarbonisation, Diversity, Inclusion & Belonging and ESG Controlling reflect the outcome of our ongoing assessment and evaluation process and links directly to our material impacts, risks and opportunities. For a description of the Boardâs competency assessment please refer to p. 46.GOV-2Addressing sustainability mattersThe Board is informed of sustainability matters on a recurring basis. In 2024, 11 of specific sustainability related matters were transacted at board meetings while matters relating to ESG reporting were transacted in three Audit & Risk Commit-tee meetings in addition to business conduct matters being addressed at each meeting.The EGM is informed of sustainability matters on a recurring basis. In 2024, 27 ofspecific sustainability related matters were transacted at EGM meetings. The Sustainability Committee, a sub-committee to the EGM, has a fixed quarterly meeting cadence supplemented by ad hoc updates.ESG governance structureManagementBoard of Directors (Board), the Audit & Risk Committee and the Executive Group Manage-ment (EGM), see p. 45Sustainability committeeEGM committee1)Chaired by the Group Chief People & Technology OfficerSustainability committee activitiesOversight of the sustainability strategy, targets and initiativesTracking progress of ESG targets and provide relevant guidanceReviewing panel for proposed ESG initiatives and investmentsIdentifying/mitigating sustainability impacts, risks and opportunitiesFacilitating key stakeholders, incl. customers, employees, investors and regulatory bodies to promote transparency Reviewing sustainability-related policies for EGM approvalHead of SustainabilityDay-to-day management of ESG activities:E:Group Chief Operating Officer (Group COO)S:Group Chief People & Technology OfficerG:Group General CounselOur Sustainability Policy is available here1)From February 2025, the Sustainability Committee will be organised as an operational committee headed by the Group Chief People & Technology Officer rather than an EGM committee. Governance (continued)Information is generally provided by the functional E, S or G lead supported by internal and external experts. Ongoing manage-ment updates on material sustainability related impacts, risks and opportunities follow information flow cycles decided within the relevant functional area.Impacts, risks and opportunities relating to sustainability matters are not considered differently from other impacts, risks and op-portunities pertaining to ISSâ business.The following material impacts, risks and opportunities related to sus-tainability were addressed directly or as part of overarching themes during 2024 by the Board, the EGM and the Sustainability Committee:Health & safety, climate change mitigation, working conditions, equal treatment & opportunities for all, corporate culture and corruption/bribery.GOV-3ESG and incentive schemesSustainability-related targets are embedded as part of our short-term incentive programme (STIP) with a 15% weight as approved by the Board Remuneration Committee.Climate-related incentives:4.7% absolute carbon emission reductionDevelopment of climate transition plansSocial incentives:Gender balance progressLiving wage progress26,000 recognised qualificationsCustomer value propositionsHealth & safetyGovernance incentives:Policy and standard compliance levelsThese objectives are applicable to senior employees across ISS, including the executive leadership teams in all countries as well as the EGM.GOV-4Statement on due diligenceCore elements of due diligenceSustainability statementEmbedding due diligence in governance, strategy and business modelStrategy p. 58 and p. 63Engaging with affected stakeholders in all key steps of the due diligenceOverall stakeholder en-gagement p. 59, Customers p. 59, Employees p. 67-68, Labour organisations p. 68, Value chain workers p. 79, Suppliers p. 97Identifying and assessing adverse impactsDouble materiality as-sessment p. 64, Customer engagement survey p. 64, MyVoice survey, Safety Sur-vey and Diversity Census p. 68, Supplier vetting p. 79-86Taking action to address adverse impactsActions in regard to employ-ees p. 69-72, value chain workers p. 79-80, end-users p. 82 and climate p. 84-85Tracking the effectiveness of these efforts and communicatingInternal management reporting p. 55-56, Speak-up channel p. 96GOV-5Risk management and internal controls Sustainability reporting is a product of input derived from numerous internal and external sources across functions and geographies and relies on systems and processes ranging from locally bespoke and autonomous solutions to being globally aligned and system integrated. The fragmented nature of data sources together with the â compared to financial reporting â relative immaturity of the sustainability reporting discipline are key risk areas. We generally look to adopt same or similar internal control processes for sustainability reporting as for financial reporting though we recognise that there is a significant gap to be caught up over the coming years. The sustainability reporting landscape still evolves at a fast pace, and we therefore also have to balance the need for building robust controls for the current state with sufficient agility to adapt to changing requirements. We generally apply a âdomain data ownershipâ principle across the Group. The function responsible for a particular sustainability matter is also responsible for the data necessary for performance management hereof and for maintaining appropriate controls.Key sustainability metrics are reported and consolidated follow-ing the same structure as our financial reporting process and within the same consolidation system - OneStream.Data for our key sustainability metrics is compiled country-by country by the local functional owners and furnished to a des-ignated ESG Controlling & Reporting function in each country for local controlling and uploading to our global consolidation system. Global controlling is subsequently performed by Group ESG Controlling & Reporting applying a set of pre-defined ma-teriality thresholds and interdependency indicators. In 2023, we defined an initial simplified internal control frame-work for ESG reporting that was piloted during 2024 on key sustainability metrics (employee turnover, sickness rate and Lost Time Injury Frequency). It takes an end-to-end process approach by metric and assesses and prioritises risks on the basis of mitigation impact and effort to mitigate. We are cur-rently considering how to adapt our internal control framework following the learnings from our pilot phase. Findings are shared within the Global ESG Controlling & Reporting and with the Audit & Risk Committee.Fundamental metrics and KPIs on people and safety are report-ed monthly as part of the ordinary financial reporting cycle. On a quarterly basis management reporting on ESG performance is provided to the Sustainability Committee. BP-1Basis of preparation The sustainability statement is consolidated following the Groupâs accounting policies disclosed in its consolidated financial statements, unless otherwise specified in the accounting policies within each topical ESRS disclosure. We have defined operational control in accordance with the ESRS. In the event of acquisitions or divestments, the sus-tainability statement is following the same principles as the financial statements.We include disclosures on material impacts, risks and opportunities in our upstream and downstream value chain in accordance with the outcome of our Double Materiality Assessment and describe value chain coverage of our poli-cies, actions and targets where applicable. Metrics for Scope 3 emissions and Lost-Time Injury Frequency includes value chain data.We have not omitted classified or sensitive material infor-mation nor any material information on grounds that it constitutes intellectual property, know-how or the results of innovation.Principles and compliance Scope and data qualityIn 2024, preparations for reporting in accordance with the Corporate Sustainability Reporting Directive (CSRD) and the associated ESRS reporting standards have been extensive and while a foundation has been laid we expect ongoing changes as practices and principles develop across report-ers, industries, regulators and assurance providers.On data quality improving our carbon emission tracking has been a priority that the implementation of our dedicated car-bon management platform â Watershed â will address. It will become fully operational in 2025, slightly later than planned.Our reporting units are our countries. The reporting methodology applied country-by-country depends on the system and process landscape of each country and our consolidated reporting will therefore often span different reporting methodologies. ISS France was divested in the beginning of April 2024. We include the performance of ISS France up to and including March 2024 for metrics internally reported at the time of divestment. Several metrics mandat-ed by ESRS were introduced only after the French divest-ment which is not included for such metrics. Performance in France is included in average employees (S1-6), employee turnover (excl. deaths and retirements) (S1-6) and average training hours (S1-13). Further, France is included in energy consumption (E1-5) and Scope 1-3 emissions (E1-6) except for consumption and emissions relating to diesel and petrol, which is insignificant. France is by definition not included in âend-of-periodâ metrics. Across our operations we have only a single joint venture operation in Spain, which is insignificant and not adjusted for.External principles and guidelines With the introduction of the CSRD effective as of 1 January 2024 we have aligned our reporting practices accordingly. Our reporting meets the ESRS reporting standards issued with Commission Delegated Regulation (EU) 2023/2772 and is made with reference to the GRI Standards as a result of the interoperability between ESRS and GRI. We report on our UN Global Compact commitment through the designated reporting platform.Internal guidelines As a basis for our reporting, we rely on our ESG Accounting Manual to provide reporting principles and rules to ensure a consistent basis for reporting. In 2024, we have introduced reporting principles covering ESRS mandated reporting re-quirements that supplement the sustainability performance reporting we have been disclosing for many years as part of our annual reporting taking our total internal datapoint reporting from around 75 to around 125 with certain items being disaggregations of already reported datapoints.Actual measurement of underlying data is not always pos-sible. The ESG Accounting Manual provides guidance that reporting units can apply as the basis for reporting.BP-2Specific circumstances Where specific circumstances apply in regard to deviation from mandated time horizons, use of value chain estima-tions, sources of estimation and outcome uncertainty, chang-es in preparation or presentation of sustainability informa-tion and reporting errors in prior periods, disclosures will be made together with the relevant disclosure requirement or with its applicable accounting policy disclosures.People and social metrics are measured without estimates except for non-employees (S1-7), training hours (S1-13), ex-posure hours for non-employees and contractor employees (S1-14), gender pay gap and remuneration ratio (S1-16) and certain gender breakdowns. For E1-5 and E1-6 a low propor-tion of fossil fuel consumption is estimated typically based on spend or travel distance and a medium proportion of other energy consumption is estimated based on m2or building types. For E1-6 a large proportion of scope 3 emissions is subject to assumptions and estimates. Governance metrics are measured without estimates.Phase-in and incorporation by referenceWe have made use of phase-in options for S1-11, S1-15 and E1-9.In presenting the sustainability statement, ESRS disclosure requirements incorporated by reference to other sections of the Annual Report include:GOV-1: Information related to the Board of Directors and the Executive Group Management (20a and c and 21) on pp. 43-49.Incorporation by reference: Information that is mandatory to disclose as part of the ESRS and which has been placed outside of the Sustainability Statement has been clearly marked as such. It is presented by underlining it in blue and adding the reference as: ESRS-X §X.StrategySBM-1Strategy, businessmodel (SBM) and value chain We are a global provider of outsourced facility services. Our own operations comprise cleaning services, catering services, technical services, security services, reception services and workplace services that we provide to businesses and public customers as integrated facility services or as stand-alone cleaning services. Our overall targeted customer segments are financial services, professional services, technology and life-science as well as customer segments that in a local market context are desirable to pursue such as healthcare services in several countries. This constitutes our downstream value chain.As a service organisation we are people intensive and rely less on products and resources for our service performance. With few exceptions our services do not require high pre-existing skill levels to perform and we are therefore attractive to and employ a significant proportion of our workforce from unskilled or below market-average skilled people groups. Providing opportunity to work and grow can have a significant positive impact on our employees individually and for their families as well as for social mobility in societies. At the same time, less skilled people groups are generally more vulnerable to exploita-tion and its resulting negative impacts. Our strategic decision is to self-perform rather than subcon-tract services. We believe that having a direct employment relationship with our workforce is a culture driver that enhanc-es service performance and supports our ability to increase our positive people and societal impacts and minimise our potential negative impacts. We are present with self-delivery capabilities in around 30 countries across Europe, Asia, Pacific, North Amer-ica and Latin America. In addition, we have partnership estab-lishments in around 30 countries providing services to global customers. During 2024 we divested our business in France. The facility services industry is inherently asset and resource light and our environmental impact from carbon emissions is driven more by our absolute scale than by its intensity, which is underpinned by the fact that our strategic choice to self-de-liver services drives one of our main carbon emission sources; employee commuting. Our supply chain and upstream value chain can roughly be divided into three groups: i) Goods and products used in our service performance such as food, cleaning detergents and equipment, paper towels and vehicle fleet, ii) subcontracted fa-cility services that are same or similar in nature to what we pro-vide and iii) temporary staff to supplement our own workforce. Our main supply chain sustainability input relates to our scope 3 emissions and we are working with key supply chain mem-bers on enhancing the availability of primary data.We do not perform fossil fuel activities, chemical production activities, controversial weapons activities or tobacco activities.Our main sustainability-related goals are linked to our material people and environmental impacts. We aim to enhance our pos-itive people impact and minimise our potential negative people impact by aspiring to become the leading frontline employer.Our sustainability-related goals transcend markets and geogra-phies. Very broadly speaking we will be able to impact societies and markets with lower levels of social and public support systems more positively from our social sustainability-related goals. Our environmental sustainability goals will impact mar-kets and geographies depending on our local activity levels and service mix. Employees (Headcount)2024End of period2024AverageNorthern Europe 65,04265,881 Central & Southern Europe 106,218103,744Asia & Pacific 125,208126,938 Americas 28,37629,630 Other 1,6395,346Total326,483 331,539Revenue(DKKm)2024%Office-based 33,27340%Production-based 19,25623%Healthcare 12,19914%Other 19,03323%Total83,761100%NACE codes above 10% of Group revenueCSC00 â Manufacturing CSJ00 â Information and communication CSK00 â Financial and insurance activities CSQ00 â Human health and social work activities Placemakers/Support staff(Headcount)2024End of period%Placemakers 304,91393%Support staff 21,5707%Number of employees in EEA countries(Headcount)2024End of period%Total employees in EEA countries87,98427%SBM-2 StakeholdersEngagement with stakeholders is organised in appropriate forums at the appropriate organisational level considering the purpose of the engagement and its participants. Feedback loops, escalation principles and reporting lines aim to ensure that the outcome of engagement is filtered appropriately and informs and influences considerations and decisions at the right level of the organisation, including at the level of the EGM and the Board.From time to time we will engage with key stakeholders in dedicated stakeholder impact sessions to ensure that their views are mapped, understood and considered by us. In 2022, we conducted a stakeholder materiality assessment across 24 sustainability topics using a low-high importance scale. We involved key internal Subject Matter Experts at executive and other management levels, support staff and placemakers, as well as external stakeholders like investors, customers, suppli-ers, employee representative organisations and the European Works Council. The outcome shows a strong correlation with key impacts, risks and opportunities identified in our 2023 Double Materiality Assessment. Our 2024 customer engagement survey has directly influenced the outcome of the strategy refresh exercise we completed in December 2024 and is a good example of stakeholder engage-ment having strategic impact.PlacemakersWe use the term âplacemakersâ for our own employees. When required by context âplacemakersâ mean service performing staff sometimes referred to as âfrontlineâ employees, and âsupport staffâ means managerial or other support staff sometimes referred to as âwhite-collarâ employees.People, value-chain and end-usersOur strategic decision to self-perform our services provides us with line-of-sight within our organisational and managerial boundaries. We define, execute and control our management approach and response, which enables us to better mitigate negative impacts and enhance positive impacts to our workforce.Through our interactions and business relationships with our supply chain members we may indirectly impact supply chain workers.Our commitment to ethical business practices encompasses respect of privacy rights towards our own employees, custom-er end-users and others that we engage with as part of our activities. Just as we remain vigilant with third parties needing to process personal data of our own employees, we generally ex-perience that our customers take great interest in ensuring that privacy rights of their employees, our end-users, are respected.Key stakeholders and how we engagePeopleDay-to-day engagement with line managers, employee and safety committees, annual appraisal, daily teamboard talks, townhall meetings, MyISS and MyVoice, including our People Engagement SurveyCustomersRegular performance reviews, ongoing dialogue and ad-hoc workshops, customer surveys, end-user surveys, Account Development PlanShareholdersInvestor meetings, roadshows, annual General Meeting, Capital Markets Day, Quarterly Investor Calls, announcements and releasesSuppliersContinuous dialogue throughout the year, workshops, business review meetings, site-based performance management meetings, training sessionsUnionsNational and international works councils, ongoing dialogue with unions and local employee representatives, quarterly European Works Council meetings, semi-annual UNI meetingsMediaMulti-channel and platform dialogue with media and NGOs on an ongoing basisSBM-3IRO and interaction with SBMOur main impacts, risks and opportunities (IRO) relate to people in our workforce and in our value chain. Our 11 material impacts, risks and opportunities are provided in the overview on p. 60 and described in the following.The material impacts to our own workforce are mainly a result of industry characteristics, including the relative low-skill profile of our services and its job positions. Self-performing our ser-vices and a strong values foundation are strategy and business model aspects directly influencing our people impacts. Our own workforce Sometimes referred to as frontline employees or blue-collar workers our service performing placemakers are generally more exposed to our material impacts in regard to occupational health & safety, pressure on working conditions and equal treatment and opportunities. This employee category generally has lower skill requirements though it varies by service line, job type and service environment, but also the greatest potential for bene-fitting from positive impacts in regard to for example upskilling. Approximately 93% of our employees are servicing placemakers. Temporary workers engaged through temp agencies supple-ment or substitute our service performing placemakers.We provide our services globally. Broadly speaking, people im-pacts are the same regardless of geography, but the intensity of impacts are affected by for example the regulatory climate, social welfare systems and cultural aspects of each jurisdiction. Our continued engagement with our placemakers and employ-ee representatives at all levels of the organisation are impor-tant contributors of perspective and insight to areas or aspects of our operations and practices capable of causing harm or having positive influence on our placemakers. Our 11 material impacts, risks and opportunitiesESG TopicWhatImpact, risks & opportunitiesEffectOwn operations/value chainHealth & Safety(Own workforce)Practices and work environments that are safe and non-hazardous to the health and well-being of workersOur service performance comprise certain elements of hazardous activities â either isolated, of a re-petitive nature or from specific customer environments. Focus on preventing work-related accidents is important for securing the safety and well-being of our placemakers.IR(-)SAOwn operationsWorking conditions (Own workforce)Fair working conditions such as secure employment, adequate wages and freedom of associationJob positions in our service lines often have relatively low barriers of entry and offers attractive opportunities for people at the edge of labour markets. Without focus on ensuring proper working conditions, exploitation risk increases at the expense of individuals and the larger society.IR(+)/(-)SAOwn operationsWorking conditions(Value chain)Safe and fair working conditions such as secure employment, adequate wages, freedom of association and work-life balanceTo some extent we engage subcontractors that perform same or similar services to us. At the same time we rely on our value chain for consumables within areas that traditionally are labour intensive and with low barriers of entry for job positions such as within food, clothing and distribution. Without focus on ensuring proper working conditions, exploitation risk increases at the expense of individuals and the larger society.IR(-)SAValue chain (upstream)Equal treatment and opportunity for all(Own workforce)Environment of non-discrimination and equal opportunitiesAs a large global employer our commitment and active promotion of equal opportunities drives individual opportunity and financial value. Failing to do so â also in light of our workforce including less robust or vulnerable categories of people â will impact individual and societal prosperity as well as business and financial performance.IR(+)/(-)SAOwn operationsInformation-related impacts for consumers and/or end-users(Privacy)GDPR and privacy practices related to customer end-user dataOur service performance touches and engages with millions of end-users every day and will regularly involve personal data of end-users either by contract or as a natural consequence of our services. Ensur-ing robust data privacy processes is necessary to avoid indivdual privacy harm as well as potential loss of business and cost exposure.RSValue chain (downstream)Other work-related rights(Own workforce)GDPR and privacy practices related to personal data of our placemakersWe employ more than 325,000 placemakers across the globe and will necessarily process personal data in this regard. Keeping personal data safe is not only part of our employer value proposition, but also a potential source of financial damage.RSMLOwn operationsOther work-related rights(Value chain)Practicies and incidents inregard to e.g. child labour,forced labour and privacyWorking across industries in a diverse and large value-chain there is a need to uphold and enforce safe-guards on basic work-related rights such as child and forced labour particularly where such industries are people intensive or have known displays of violations. RSValue chain (upstream)Climate change mitigationReducing or preventing GHG emissionsFacility services in general are not high emitting activities with the footprint from food services being the most significant. However, our absolute emissions do leave an impact and we need to pull at least our share of the weight in the global combat against climate change.IR(-)SMLAOwn operations/value chainCorporate cultureValues, beliefs and norms that shape our behaviour and decision-makingA value based culture lays the foundation for fair and prosperous development by instilling the right behaviours and the right decisions.RSOwn operationsCorruption and briberyFair and transparent business practicesPrinciples around fair business practices are fundamental for prosperous societies. Regulatory frameworks and market perception can drive significant financial consequences where instances of corruption and bribery occur.RSOwn operationsManagement of relationships with suppliers, including pay-ment practicesPractices and policies in regard to interaction with suppliersEngaging suppliers on fair terms â particularly where power positions are imbalanced â is critical for driv-ing prosperity for value chain businesses and value chain workers as well as society at large.I(-)SAOwn operations/value chain (upstream)(+)/(-) = Positive/negativeSML = Short, medium, long termA/P = Actual/potential"S" indicates that effects may materialise in the short term. "M" and "L" indicates that effect may materialise only beyond the short term.Value chain workersIt is a key strategic choice for us to primarily self-deliver our services and our impact on value chain workers is affected by this decision. Yet we still rely on a robust supply chain for goods and services associated with our service performance. Our supply chain can largely be split into two categories. One part is the traditional supply chain that supplies goods and services that form part of our own service performance such as manufacturers of cleaning detergents and equipment, uniforms and food producers. The other category is our subcontractors that generally perform services of a same or similar nature as our own facility services. We engage with subcontractors for facility services that do not form part of our own self-delivery portfolio, for example pest control and lift and escalator mainte-nance. We also engage with subcontractors for performance of services within our own service portfolio in local markets where our self-delivery capabilities do not fully extend. We do not by design distinguish between the two supply chain categories, but we believe that our ability to drive impact is more fluent or intrinsic in regard to subcontractors because we understand and acknowledge the context of our subcontractors as colleagues within the facility service industry and therefore often exposed to similar IROs as we are whereas workers in the traditional supply chain category are exposed to typical impacts associated with their respective industry and geography. This materialises in the material impacts identified for our supply chain workers in relation to working conditions and other work-related rights that pinpoints occupational health & safety for our subcontractors driven by the same factors as for ourselves. It does not identify child labour or forced labour as concrete impact areas, but recognises its generic risk character within our supply chain. The latest ILO reports identifies child labour as predominantly centered around agriculture whereas forced labour is mostly present within the industry sector and the service sector. We generally have access to a diverse supply chain and we are not dependent on any single monopolistic supply chain mem-ber. Further, we have not identified material impacts for value chain workers in our downstream value chain.Our approach towards mitigating potential negative impacts â as explained below â centers around our due diligence ac-tivities where certain elements in regard to training will have a particular impact on subcontractor workers in reducing the risk of occupational health & safety incidents. As a business-to-business operation we engage with public and private customers and through them with their employees as our end-users. Our service engagement frequently requires access to and processing of personal data of end-users for example food allergies relevant to our food services and contact details relevant for our reception services. Other of our service activities such as cleaning services are generally not dependent on personal end-user data.We generally do not process or have access to very sensitive per-sonal data of our end-users that would have significant harmful consequences for end-users if inappropriately managed. There is a significant financial and reputational risk associated with not appropriately managing personal data of our end-users. It violates the trust with affected customers and taints our repu-tation in the market. Regulatory requirements such as those fol-lowing from the General Data Protection Regulation (GDPR) can also lead to significant fines being imposed. Moreover, mitigating measures may be costly to implement to rectify weaknesses. Health & safety (Own workforce)While the nature of the services that we perform is generally not dangerous, the scale of our operations as well as specific hazardous environments imply that accidents and incidents do occur leading to physical or psychological harm for our employ-ees. It will be a risk to our ability to attract and retain employ-ees, if we are not able to provide safe work environments.Health & safety has been a key priority for us for many years and we continue to strengthen our organisation and practices to drive an even stronger safety culture. In 2024, we introduced âsafety-stand-downsâ for all leaders across the Group hosted by the Group CEO to address serious safety incidents. Despite our best efforts, we are unlikely to completely eliminate health & safety accidents and incidents.We manage health & safety related IROs through a dedicated global Health & Safety function organised within our Operations function headed by our Group Chief People & Technology Officer.Working conditions(Own workforce)Job positions in our service lines often have relatively low bar-riers of entry and offers attractive opportunities for people at the edge of labour markets. Without focus on ensuring proper working conditions, exploitation risk increases at the expense of individuals and the larger society, which may negatively impact our ability to attract and retain our workforce.Our commitment to providing proper working conditions is a natural extension of our values. It is codified in our Code of Conduct and embedded in detail in our Global People Stand-ards. Our Living Wage priority is a key action for us to drive working condition improvement.We manage working condition related IROs to our own work-force through our global People & Culture function headed by our Group Chief People & Technology Officer.Working conditions(Value chain â upstream)Though we perform the majority of our services with our own workforce, we do rely on subcontractors to perform facility services of same or similar nature as ours either because it is part of services that we manage on behalf of customers or because it sits outside of our service offering in a specific market. Impacts from working conditions including health & safety aspects of subcontracted services are largely similar to those from our own service performance and the negative im-pacts for such value chain workers are not materially different from what our own workforce is exposed to. At the same time, we rely on our value chain for consumables within areas that traditionally are labour intensive and with low barriers of entry for job positions such as within food, clothing and distribution where exploitation risk and improper working conditions may exist at the expense of individuals and the larger society.Our Supplier Code of Conduct sets standards for our suppliers to meet in terms of working conditions including occupational health & safety. These have been revised and re-launched in 2024 and is supported by supplier engagement activities in our Supply Chain & Procurement function.We address working condition related IROs to our value chain workers through our value chain engagement managed by our global Procurement function within our Operations function headed by our Group COO in close cooperation with particularly our People & Culture and Legal functions.Equal treatment and opportunity for all (Own workforce)As a large global employer our commitment and active promo-tion of equal opportunities drives individual opportunity and financial value. Failing to do so â also in light of our workforce including less robust or vulnerable categories of people â will impact individual and societal prosperity as well as business and financial performance. We acknowledge that interaction and dependencies between people will cause positive and negative friction and we are unlikely to succeed in creating only positive experiences for all. But we continue to strive for provid-ing work environments where tolerance, empathy and care are important guardrails. Our Code of Conduct and our Global People Standards establish our commitment to equal treatment and opportunity for all. We have focused our efforts within our five most important diversity & inclusion dimensions and established dedicated global Em-ployee Resource Groups (ERGs) for each dimension. We have set targets for gender balance at our corporate leadership levels, and we are ambitiously pursuing our goal of providing recog-nised qualifications for 100,000 employees and their families to drive additional opportunity for personal growth and prosperity.The target was recently updated to add an additional 250,000 recognised qualifications by 2030. We manage working condition related IROs to our own work-force through our global People & Culture function headed by our Group Chief People & Technology Officer.Information-related impacts (Value chain â downstream)Our service performance touches and engages with millions of end-users every day and will regularly involve personal data of end-users either by contract or as a natural consequence of our services. Ensuring robust data privacy processes is neces-sary to avoid individual privacy harm as well as potential loss of business and cost exposure. Our continued efforts to minimise the risk of negative impacts is anchored in our Data Ethics Policy that provides overall requirements for the use of data in ISS based on the Charter of Fundamental Rights of the European Union. It is support-ed by our Data Protection Policy and our Global Information Security Policy.We manage IROs related to information security through our Global Information Security function within our Global IT, Digitalisation and Services function headed by our Group Chief People & Technology Officer.Other work-related rights (Own workforce)We employ approx. 325,000 employees across the globe and will necessarily process personal data in this regard. Keeping personal data safe and ensuring appropriate personal privacy is not only part of our employer value proposition, but also a potential source of financial damage.Our continued efforts to minimise the risk of negative impacts is anchored in our Data Ethics Policy that provides overall require-ments for the use of data in ISS based on the Charter of Funda-mental Rights of the European Union. It is supported by our Data Protection Policy and our Global Information Security Policy.We manage IROs related to information security through our Global Information Security function within our Global IT, Digitalisation and Services function headed by our Group Chief People & Technology Officer.Other work-related rights (Value chain upstream)Working across industries in a diverse and large value-chain there is a need to uphold and enforce safeguards on basic work-related rights such as child and forced labour particularly where such industries are people intensive or have known displays of violations.Our Supplier Code of Conduct sets standards for our suppliers to meet in terms of work-related rights. These have been revised and re-launched in 2024 and are supported by supplier engage-ment activities in our Supply Chain & Procurement function.We manage IROs in regard to other work-related rights for our val-ue chain workers through our value chain engagement managed by our global Procurement function within our Operations function headed by our Group Chief Operating Officer in close cooperation with particularly our People & Culture and Legal functions.Climate change mitigationFacility services in general are low carbon emitting activities with the footprint from food services being the most significant. However, despite our limited relative impact, we recognise the importance of combining climate advocacy with climate action and demonstrate to stakeholders how we pull our share of the weight in the global combat against climate change.We have anchored our position on climate change in our Sustainability Policy underpinned by the ambitious Net Zero targets for scope 1-3 we have set and work towards. As ~95% of our carbon emissions are within scope 3 we work closely together with our key supply chain partners to ensure credible and tangible reductions.Our carbon emission insights have been significantly improved during 2024 with our new global carbon management platform Watershed that is close to being fully operational, which is an important stepping stone in moving our climate transition plan into a cohesive form in 2025.We manage IROs related to climate change through our global Decarbonisation team within our Operations function headed by our Group COO.Corporate cultureA value based culture lays the foundation for fair and prosperous development by instilling the right behaviours and the right decisions. We touch and impact thousands of people every day in our direct operations and activities and through our indirect activities. We make mistakes every day that lead to harm for impacted people and the environment, but we are adamant on continuously seeking to improve by ensuring transparency and safety for information to flow that allow us to take improvement action. Our fundamental values and beliefs are anchored in our Code of Conduct that forms the basis for mandatory training for all employees.We manage IROs related to corporate culture through our global Legal function headed by our Group General Counsel in close cooperation with particularly our Group Internal Audit function.Corruption & briberyCorrupt business practices undermine the stability and pros-perity of societies and impairs fair competition. With business engagements counting thousands of customers and suppliers the risk of improper behaviour is real. One of our fundamen-tal values is âHonestyâ and our stance on and against corrupt business practices directly reflects this value. Our public ISS Anti-Corruption and Anti-Bribery Policy Statement by our Group CEO is supported by our Anti-Corruption Policy leaves no doubt around our commitment to combat corrupt practices.We manage IROs related to corruption and bribery through our global Legal function headed by our Group General Counsel in close cooperation with particularly our Group Internal Audit function.Management of relationships with suppliersEngaging suppliers on fair terms - particularly where power positions are imbalanced - is critical for driving prosperity for value chain businesses and value chain workers as well as society at large. We have a large network of suppliers of all sizes across the globe with whom we can exert influence to drive positive change. Our supply chain relationships are governed by our Supply Chain Policy and our Supplier Code of Conduct.We manage IROs related to our supplier relationships through our value chain engagement managed by our global Procure-ment function within our Operations function headed by our Group COO in close cooperation with particularly our Group Finance function.Current financial effectsOur operating cost, operating margins and cash flows are im-pacted by our efforts to mitigate negative sustainability-related impacts and enhance positive sustainability-related impacts. Costs mainly relate to:1) People resources at group, country and account level fully or partly engaged in sustainability-related activities2) Training activities3) IT systemsOur sustainability activities are integrated into our functional operations. It is not possible to separate cost and effect from ordinary business activities on the one hand and âexcessâ efforts in regard to sustainability-related impacts on the other hand. This is because our most material IROs relating to sus-tainability to a large extent are inherent business imperatives that we tackle because of its business importance and not be-cause of a particular sustainability focus. Our efforts to reduce food waste makes our resource use more efficient, which saves cost. That is a business imperative for us as a low margin busi-ness. It also reduces our carbon footprint. Just as an example.We are asset-light by nature and do not consider the carrying amounts of our asset or liability base to be at significant risk of material adjustments from material sustainability-related risks and opportunities.Future financial effectsConsidering our mitigating efforts we do not anticipate any material financial effect in the short, medium or long term of our material sustainability-related risks and opportunities identified with our 11 defined IROs. We have not identified any significant need for investment or resource funding for specifically addressing our material sustainability-related risks and opportunities over and above what is as part of our ordinary investment and resource planning. Future financial effects of our material sustainability-related risks and opportunities are associated with a high degree of uncertainty, particularly in regard to environmental aspects.Strategy resilienceOur strategy and business model is reviewed each year as part of our ordinary business cycle. The process is anchored with the Board and is informed by annual strategy reviews by country and region, which links into our planning. On a quarterly basis the EGM reviews our strategy execution and its resilience towards external factors. Our bi-annual enterprise risk cycle informs the strategy review process and highlights current and evolving themes of importance for the strategy review process. Sustainability-related IROs forms part of our enterprise risk cycle and is further supported by the annual work around our double materiality assessment. We believe that this approach ensures preparedness, responsiveness, adaptability and learning in our strategy and business model making it overall resilient, including resilient to sustainability-related IROs. Our recent strategy refresh completed in December 2024 reconfirms our strategic focus on environmental and social sustainability. Our resilience analysis was conducted as a desktop exercise using publicly available publications. Impact, risk & opportunities managementIRO-1 IRO and interaction with SBMOur double materiality assessment uncovers our inherent exposure to sustainability-related IROs from, and to our busi-ness, as well as along our value chain. It ignores any actions, initiatives, controls and efforts already in place and instead assesses where we should be focusing. We completed the as-sessment at an IRO level as mandated by the ESRS standards and scored ourselves on a 1-4 scale, influenced by the princi-ples we apply for operational and enterprise risk assessments, as well as statutory reporting and disclosure requirements. We set the materiality threshold based on which topics would need sign off from Executive Group Management (EGM). We conduct a full double materiality assessment process in accordance with ESRS every 2-3 years â latest in 2023 where 20 ISS functional subject matter experts across People & Culture, Operations, Procurement, Finance, Legal and Strategy carried out the assessment, which covered our business activities and â where relevant â value chain business activities. No site specific assessments or analysis were performed on own or customer sites and no standardised methodologies, assumptions or tools were used. It was validated by the four EGM members with functional sustainability responsibility. We used desktop exer-cises, workshops, validation processes and feedback loops. The outcome of the double materiality assessment was anchored with the Executive Group Management Board (the EGMB) and the Board of Directors (the Board) in December 2023 and sounded with the European Works Council as a key stakehold-er. The process was supported by recognised external consult-ants and drew on the results of our 2022 Stakeholder Materiali-ty Assessment covering internal and external stakeholders such as investors, customers, suppliers, employee representative organisations and the European Works Council.In 2024, we performed a refresh exercise that resulted in smaller adjustments to the IROs identified and scored in 2023 mainly that âResource inflowâ moved out of the scope of material topics and âCorruption and briberyâ moved into the scope of material topics. IROs in regard to water, biodiversity and pollution were not assessed as material. The results of the refresh exercise have been anchored with the ESG Committee, the EGM and the Board in December 2024. Our methodology assesses negative impacts based on their se-verity and likelihood and positive impacts on their scale, scope and likelihood.Sustainability-related risks and opportunities are not assessed differently from other risks that we are subject to and we generally do not consider risks and opportunities related to sustainability impacts to be of higher or lower importance than other business risks and opportunities. We are still learning how to fluently embrace sustainability-related topics and we are in this learning process exercising increased focus and attention to understand and adapt. We are not employing a separate or dedicated lens to sustainability-related aspects. Sustainability-related IROs are business aspects that we strive to integrate into ordinary business processes rather than consider a stand-alone discipline. As an example, our enterprise risk management framework considers sustainability risks on an equal footing with any other enterprise risk.Physical climate riskOur business operations are not high-emission activities and are closely linked with the physical locations of our customersâ sites and their ability to continue operations. We rely mostly on our placemakers and only to a limited extent on consumables and physical assets due to our asset light business nature. The climate risk exposure associated with these assets are less prominent.We are exposed to physical climate-risk from the frequency and intensity of extreme weather events (acute), particularly heavy rain, floodings and storms/hurricanes as well as temperature increase (chronical). It may impair our ability to perform con-tinued services, but also provides business opportunities from additional work, for example clean-up after rain and floodings, that we can meet with our existing setup. Transition climate riskThe need for taking decisive climate action is clear and we acknowledge our responsibility to address our carbon emission footprint and to advocate action. Our dependencies on external factors â in particular the need for development of infrastructure and technology solutions and the lack of clarity on how cost implications are balanced to ensure a âjust transitionâ â leave us exposed to transition risk from stakeholder expectations (market). Potential introduction of carbon taxes (policy) is also a transition risk to us, which is however generally mitigated by our ability to pass on cost increases. In regard to our downstream value chain we have modelled the transition risk profile of our customer categories and from that concluded that our revenue base is not exposed to significant transition risk from this perspective. On the contrary the transi-tion need in our downstream value chain represents a business opportunity for us in regard to demand for our energy man-agement services and technical services.Resilience analysisIn December 2021 we concluded our first climate-related resilience analysis covering climate-related impacts, risks and opportunities across our upstream, downstream and own operations. It was conducted through interviews and workshop sessions with key internal Subject Matter Experts combined with desktop research facilitated and supported by external consultant experts. Since then, we have made minor refinements particularly in 2023 when we modelled potential financial impact of climate risk and opportunities for the first time. Our resilience analysis covers a low-carbon (SSP1 2.6) and a high-carbon scenario (SSP5 8.5) in the short (1 year), medium (2-5 years) and long (5+ years) term. SSP1 2.6 assumes a âTaking the green roadâscenario and reflects a global outcome where emission reduction commit-ments similar to our own are generally realised and resulting in a likely moderate temperature increase stabilising at around 1.8 degrees C by the end of the century. Socio-economic trends imply that more environmentally friendly practices are adopted by societies, with the focus shifting from economic growth to general well-being, and with increasing investments in educa-tion and health and decreasing inequality.SSP5 8.5 assumes a âTaking the highwayâscenario and reflects a continued global fossil-fuels dependency development leading to almost double CO2emission levels by 2050 compared to today and resulting in a likely temperature increase of 4.4 degrees C in 2100. Economic and social development benefit from investments in enhancing social and human capital that drive global economic growth.For further details and impact descriptions please refer to the sixth assessment report (AR6) of the Intergovernmental Panel on Climate Change (IPCC).The outcome of the climate-related resilience analysis has in-formed our strategy resilience analysis described on p. 63and left a tangible imprint in our strategic priorities around environmental sustainability, including our Net Zero commitments. Our choice of scenarios intends to provide an understanding of climate change exposure in more outlier scenarios to serve as guardrails for our considerations, including considerations on climate-related financial impact.We will expand on our scenario-based analysis as part of our further transition plan development. Our ongoing process to identify and assess climate-related impacts, risks and opportunities (IROs) is not different from any other business area and our risk management activities on functional and enterprise level capture climate-relate aspects as well. The responsibility is formally anchored with our dedicated Decarbonisation team under the functional ownership of our Group COO and our annual wheel for enterprise risk assess-ment and double materiality assessment ensures regular in-tervals at which considerations, changes and developments on climate-related IROs are consolidated and reported to senior stakeholders including the EGM and the Board. Understanding climate IROs and the interaction with our strategy and business model in various scenarios has evolved significantly in recent years and underpinned that our iden-tified operational decarbonisation levers are not significantly impacted by different climate scenarios. There is still a long way to go until we navigate climate aspects fluently throughout the business. Each iteration of our processes around climate IROs reduces uncertainties and moves us closer to a shared language and contextual understanding.IRO-2 Disclosures covered by ISSâs sustainability statementWe disclose information on material IROs that we consider to be material and relevant for stakeholders or that is prescribed by the relevant ESRS standards. Materiality is judged by reference to the size and nature of the information item. The deciding factor is whether the omission or misstatement could, individually or collectively, provide a materially incorrect basis for stakeholders acting reasonably to understand the sustainability-related context of the activities of the Group.We acknowledge that ESRS standards intend to drive transpar-ency across disclosers. Where data or information is available at negligible effort, our materiality assessment is influenced by standard setters transparency objectives. and we may therefore report slightly broader than strictly mandated by ESRS. Practices on disclosure levels are expected to develop and align over the coming years when the first iterations of ESRS reporting are di-gested. Our disclosure practices are likely to be impacted by these developments. Impact, risk & opportunities management (continued)SocialHow we create valueAs a leading, global provider of workplace and facility services, our âproductâ is our people.With over 325,000 employees worldwide, and assuming each has five family members, we impact around two million people daily. This brings both responsibility and opportunities.A large portion of our workforce consists of individuals from underrepresented groups, including those from disadvantaged backgrounds, displaced persons, and people with disabilities. By offering roles at ISS, we provide opportunities they might not find elsewhere, creating a positive ripple effect on families and communities.Our focus is on safe, inclusive workplaces where everyone is respected, fairly compensated, and has opportunities for social mobility. At the same time, we collaborate with our customers to support their social efforts.Our social ambitions provide purpose for everyone, and our social profile is a unique market differentiator. Striving for becoming the Leading Frontline Employer embodies our approach to continuing and enhancing our positive people impact and protecting against potential negative impact.In this sectionESRS S1 â Own workforce67Reporting principles for Social77ESRS S2 â Workers in the value chain79ESRS S4 â Consumers and end-users81For Basis of preparation related to the standards above, see p. 57.ESRS S1Own workforceImpact, risk & opportunities managementS1-1Our people policiesWe are a people business and our most critical resource is our placemakers. Our approach and practices towards our placemak-ers have the ability to positively or negatively impact their lives and we are committed to providing a safe and inclusive environment.PoliciesOur industry and business characteristics makes our people impact the most material of our sustainability impacts, which reflects directly in our people policy framework that moves from higher level commitments and principles in our Code of Con-duct to detailed policies and principles aimed more specifically at our material impact areas with our Global People Standards focused towards working conditions and equal treatment, our ISS Group HSEQ Policy focused towards occupational health & safety and our ISS Diversity, Inclusion & Belonging Policy focused on equal opportunity.Our fundamental promises to and requirements for our place-makers are anchored in our Code of Conduct. It is available in 22 languages and sets requirements to the personal conduct of all placemakers and provides fundamental principles that we will abide by in our people practices including commitments on upholding the United Nations Declaration of Human Rights, the United Nations Guiding Principles on Business and Human Rights, the ten Principles of the UN Global Compact and the Core Conventions of the International Labour Organisation. It directly addresses child labour, forced labour and trafficked labour. Our Code of Conduct is supported by several policies most notably our Global People Standards, our Diversity, Inclu-sion & Belonging Policy and our Group HSEQ Policy. All placemakers are required to take mandatory Code of Conduct training to ensure that the basic principles are known and understood. The Global People Standardsprovide a systematic and con-sistent approach to managing our people and others providing services under our direction and covers themes within human rights, labour practices, health and safety, legal compliance and supply chain management.Examples of specific topics covered are recruitment, promotion and termination, discrimination, diversity & inclusion, apprais-als, learning & development, employee relations, health, safety & working environment, remuneration, working hours, protec-tion of families with children and the right to privacy.In 2024, we did a major update to our Global People Standards particularly in regard to our living wage commitment and living wage benchmarks as well as our commitment to upholding and promoting human rights in all aspects of our operations.The Diversity, Inclusion & Belonging Policyprovides a common global framework and governance to support our commitment to a global diversity, inclusion & belonging agenda in order to promote and drive a culture that actively values diversity and inclusion at all levels of the organisation and that provides an environment of equal opportunity.The Group HSEQ Policyprovides our commitment and ap-proach towards systematically improving our health and safety, environment and quality practices across the organisation, e.g. through engaging with employees and suppliers (includ-ing sub-suppliers). It is supported by our HSEQ Management System Manual which is aligned to ISO 9001, 14001 and 45001 and delivered through global minimum management and operational standards.EngagementWe engage with our placemakers on a daily basis as part of our service performance and management activities, including on material matters in regard to health & safety, working conditions and equal opportunities. As a principle in our Global People Standards employee appraisals are conducted at least annually for all placemakers and we actively support and promote indirect engagement through labour organisations or workplace rep-resentation whether established as a matter of law or not.Friction is a natural consequence of people interaction and we have thousands of episodes each year that are managed and resolved and remedied as a natural part of our management activities. Any episode or incidents that cannot be resolved through ordinary management channels can be raised through our Speak Up system, see G1-1, p. 96.Alignment to policy commitmentsOur policies in regard to our placemakers are aligned with our human rights policy commitments, including the UN Guiding Principles on Business and Human Rights. Our Code of Conduct and Global People Standards prohibit discrimination and harassment including discrimination based on cultural background and ethnicity, race, age, gender, gender identity, disability, sexual orientation, religious beliefs, language and education or other characteristics such as professional skills, working style, location and life experiences. Further, our Global People Standards prescribe equal opportunities as a principle to be respected in regard to recruitment, compensa-tion, access to training, promotion, termination, and retirement.We have in our Diversity, Inclusion & Belonging Policy com-mitted to promoting and driving a culture that actively values diversity and inclusion and to achieve and maintain a workforce that broadly reflects the local communities in which we operate.Group policies Our policies mentioned in S1-1 are available at our corporate website (www.issworld.com) except for our Global People Standards. For internal stakeholders the policies, manuals and standards are available in our internal management system, Policy Hub.Non-employeesThe composition of our workforce is clearly affected by our stra-tegic decision to self-deliver our services. We want to employ our workforce rather than rely on subcontractors. In case of employee absence we will strive to re-shuffle resources or tasks as this is often the most cost effective solution, which â as a low margin operator â we constantly need to keep front and center. We do however rely on temp workers through temp agencies or similar when necessary. When within our instruction au-thority temp workers enjoy the same protection and rights as our own employees in terms of working environment, whereas individual and collective workersâ rights are a matter for the temp agency or similar to secure, which we require as part of our contractual arrangements. S1-2Engaging with our people and employee representatives about impactsOur day-to-day interaction with our placemakers and their direct managers is our most important engagement activity. It takes place as an integrated part of our management activities in connection with task and work assignment e.g. daily Team Board talks, coffee breaks, unplanned meetings etc. that allows for im-mediate feedback and swift calibration. It is supported by formal engagement activities such as annual appraisals and engage-ment activities prescribed by applicable statutory frameworks.Regular town hall meetings (virtual and physical) and engagement surveys offer a direct engagement link between senior managers at local, country, regional and global level and placemakers. MyVoice surveyOur ongoing rollout of an employee app (MyISS) for engage-ment and two-way communication for all our placemakers has been joined in 2024 by the launch of the MyVoice Global Survey, the widest ever employee engagement survey run by ISS. The survey, which is now part of our annual engagement calendar, will be further augmented in 2025 with the introduc-tion of pulse check-ins and lifecycle surveys to gather feedback at key employee lifecycle moments (e.g. onboarding, change of role, prior to exit, etc.).54% of invited placemakers responded in our employee engagement survey. A satisfactory participation rate for a first installment. In parallel we conducted our voluntary diversity survey â Diversity Census, see S1-4.Employee representativesAs one of the largest private employers in the world we engage with employee representatives across the world. We respect the right to organise as firmly anchored in our Code of Conduct and believe that employee representation is a critical factor for ensur-ing a âjust transitionâ and advancing human and workersâ rights. Engagement with employee representatives takes place at dif-ferent levels of the organisation from site level to board level. It is subject to norms and practices of our operating jurisdictions and comply with legal frameworks applicable to our country operations. At Group executive level, we engage with the European Works Council in at least quarterly meetings. The European Works Council consists of elected employee representatives across countries in the European Economic Area (EEA) where we have operations representing approximately 27% of our placemak-ers. At least once a year a physical meeting is hosted for the European Works Council at our headquarter in Copenhagen or Warsaw, which allows for formal and informal engagement and networking between senior executives and employee repre-sentatives.Our Group Chief People & Technology Officer is the formal owner of the relationship with the European Works Council as well as the owner of the relationship with UNI Global Union with whom we have enjoyed a positive relationship since 2003 under a Global Framework Agreement with the intention to jointly further and support worker and union rights.Further, in accordance with Danish law three employee elected representatives are members of the Board of Directors of ISS A/S â the ultimate governing body of the Group. Employee Resource Groups (ERGs)Our diversity, inclusion and belonging agenda is owned by a dedicated function, Group Diversity, Inclusion & Belonging, within our People & Culture function. We have established Em-ployee Resource Groups across the five diversity, inclusion and belonging themes most important and relevant for ISS: Genera-tion and Age; Pride; Gender Balance, Abilities and Cultures; and Race and Ethnicity. They are run by voluntary members of our workforce and are sponsored by at least one member of our Executive Group Management (EGM), which ensures that the views of these particular groups are understood and heard.Safety surveyImpacts in regard to occupational health & safety are the operational responsibility of our Global Health & Safety function organised within our operations function headed by our Group Chief People & Technology Officer. Engagement activities in regard to health & safety aspects are managed by our Global Health & Safety function and often integrated into or coordinat-ed with other people engagement activities. For example, our 2024 people engagement survey conducted through MyVoice includes health & safety aspects.In 2024, we conducted our first annual Global Safety Culture survey which received over 70,000 responses from placemak-ers. The feedback from the survey has informed our new HSE strategy that will develop our safety culture over the next 3 years. This will be an ongoing annual survey to track progress and improvement in our safety culture.S1-3 Processes to remediate negativeimpacts and channels for our people to raise concernsAs a general principle we aim to resolve issues and concerns at the lowest level of the organisation by ensuring continuous dia-logue between placemakers and management at relevant levels. This principle is firmly prescribed in our Global People Standards. We acknowledge that certain impacts or concerns may not be addressed or resolved appropriately at a lower organisational level and our Code of Conduct therefore formally codifies access to the Head of People & Culture, the Head of Legal and the CFO in each of our operating countries for raising concerns. Speak UpIn addition, we have for years made available a Speak Up chan-nel for our placemakers as well as business partners and other stakeholders. Reports can be made anonymously or non-anon-ymously by phone or electronic form to an independent third-party or personally to our Head of Group Internal Audit. For concerns and issues raised via our Speak Up channels we have adopted firm principles in our Speak Up Policy (available in 26 languages) for the handling and provision of remedy including feedback to the reporter. This also includes a firm âno retaliationâ principle. Issues and concerns raised via our Speak Up channels are monitored through a dedicated function within our Group Internal Audit and addressed in our Business Integrity Committee. Reporting is regularly provided to the Audit & Risk Committee. We track the volume and categories of concerns and issues raised via our Speak Up channels as a measure for the trust in and effectiveness hereof.Employee matters relating to employment terms and local workplace matters are primarily intended to be addressed and resolved through ordinary grievance mechanisms, but can be raised through our Speak Up channels if the reporter is uncom-fortable using our ordinary grievance mechanisms.Our Speak Up Policy refers to the EU external reporting chan-nels available in countries for any matters that reporters are not comfortable reporting through ISSâs available grievance mechanisms. We are not aware of any reports to any national authority designated to receive whistleblowing reports, includ-ing National Contact Points, in regard to our operations and practices having been made during 2024. Our ordinary grievance mechanisms are supported by our Escala-tion Policy, which ensures that serious events across the organisa-tion are ultimately escalated to the EGM level. Incidents covered by the scope of our Code of Conduct and Speak Up Policy are also covered by our Escalation Policy. When incidents or information within the scope of the Speak Up Policy is escalated outside our Speak Up reporting channel, it will manually be recorded within our Speak Up system.For further details on our Speak Up Policy and channel and our Escalation Policy please refer to G1-1, p. 96.S1-4Actions and approaches to managing IRO and effectiveness of those actionsIt is a fundamental characteristic of the facility services industry that our service performance to a very large degree does not rely on high pre-existing skill levels of our placemakers. A positive service attitude is more important than pre-existing skills. We are also dependent on highly skilled resources for example within technical and food services, but the majority of our positions are attractive to relatively unskilled people. On average, unskilled persons belong to more vulnerable groups of people often at the edge of labour markets. This means that our business activities have the potential to positively impact and influence the lives of persons that can have difficulty finding a foothold in labour markets and offer opportunities for progression and prosperity for the benefit of themselves, their families and societies in general.But it also means that our most important resource â our people â are at greater risk of being exploited with the therefrom follow-ing negative consequences. Low barriers of entry in terms of skill levels also means that being replaced is relatively easier. As part of our ordinary management processes at executive, functional and country level we will consider and address the approach and actions directed towards our material topics.Health & safetyWhile from a holistic perspective our facility services are not in-herently high-risk activities, we operate in public and customer environments that can be hazardous to the health and safety of our placemakers. Tragically, serious harm and even fatalities unfortunately do happen.While this is always tragic no matter the context, it resonates stronger with us because our workforce in general may be less robust or daring to speak up through no fault of theirs. Health & safety at ISS is often referred to as âpriority zeroâ. It comes before anything else and we have for many years been adamant on strengthening our safety culture. We will not ac-cept that performing job duties may harm our placemakers. Our approach to health & safety is anchored in our Group HSEQ Policy that defines our vision and key actions for en-hancing our safety culture. Conducting our first Global Health Culture survey in 2024 followed by focus groups across a broad spectrum of placemakers around the world allowed us to fully understand our safety culture and to define a baseline and a safety culture improvement plan that will commence in 2025, including launch of a behavioral safety program unique to ISS. At the core of our actions is dedicated specialist Health & Safety resources at Group and local level. They are the catalysts responsible for bringing our safety agenda to life and plan and execute actions within:1) Driving awareness2) Continuous improvement3) Monitoring of performance4) Engagement with stakeholders Our key actions for driving awareness is mandatory and vol-untary safety training programs for all placemakers primarily through our e-learning platform MyLearning and global aware-ness campaigns such as our Global Safety Week Campaign. Our key actions for driving continuous improvement rests on strong due diligence processes detailed in the Group HSEQ Management Manual and supporting standards. Simple in its essence, our standardised risk registers down to site level compiles knowledge of hazards, risks, and controls that informs our risk assessments and allows us to detail specific proce-dures for more hazardous work environments. Standardised risk registers are continuously updated by feedback loops and lessons learned from root cause analysis of incidents. In 2024, we refreshed and simplified 20 management standards and 51 operational standards which together with any local legal re-quirements define the minimum risk control requirements that are applied in all countries. Our Group Health & Safety team runs a global assurance program across country management health & safety systems, procedures and sites and custom-ersâ sites and requirements to ensure compliance with Global standard and our ISO14001, 9001 and 45001 accreditations.Our key actions for monitoring performance is our HSEQ management system, which is globally certified under the lat-est ISO standards 45001 for occupational health & safety and 14001 for environmental management systems. The systems were recertified for a second four-year period in May 2022 by the global certification body, Det Norske Veritas (DNV). In 2024, we passed the latest surveillance audit with no major non-conformities. Health & safety incidents are tracked in our group-wide health & safety system âVelocityEHSâ in accord-ance with the requirements of our Group HSE Data Reporting Manual. Our key actions for engagement with stakeholders over and above the awareness activities described above includes Team Board sessions, mandatory meeting safety moments, reg-ular Safety Walks at all key account sites, safety committees established under various legal frameworks and dialogue with employee representative organisations such as the European Works Council.LTIF (Lost Time Injury Frequency)is one of our major non-finan-cial KPIs and has been so for many years. We track LTIF as one of the measures of effectiveness of our health & safety actions and LTIF performance has been a component within our variable remuneration for several years. In addition, the Health & Safety function tracks a number of operational or supporting KPIs includ-ing those specified under S1-14.Key controls relating to our Health & Safety operations are included within the scope of our internal baseline audit pro-gramme conducted by Group Internal Audit. Working conditionsThe facility services industry is fragmented and competitive with low barriers of entry. There is a constant push from customers for efficiency and price optimisation and from investors for attractive return on their investments. We are a business and we need to yield financial benefits that allow us to meet these expectations and requirements. This affects our possibilities for driving positive impact for our placemakers.At the same time we are a business strongly anchored in our values. They define parameters and red lines that no business rational can trump. This limits and mitigates our potential nega-tive impacts on our placemakers. Within this frame we approach working conditions by provid-ing a strong foundation of minimum requirements prescribed within our Code of Conduct and our Global People Standards, combined with initiatives and actions aimed at providing increased benefit.Our People & Culture function at Group level and in countries is overall responsible for our people agenda and for our ap-proach to working conditions:1) Setting and driving minimum requirements2) Defining and executing actions and initiatives 3) Engaging with stakeholders Our minimum requirements or basic promises to our place-makers are only effective and relevant if they are known by our placemakers. Our mandatory training programme requires all placemakers to be trained in our Code of Conduct, which ensures awareness of our minimum requirements in the Code of Conduct and our Global People Standards. Our internal baseline audit programme conducted by Group Internal Audit provides assurance in regard to compliance with these training requirements as well as on other aspects of working conditions.The minimum requirements in our Global People Standards address working condition areas as follows:1) Secure employment: To the extent possible provide reason-able advance notice and reasons for termination2) Working time: Respect national working hour regulation or relevant international standards3) Adequate wages: Pay compensation that meets or exceeds the higher of legal minimums and collective agreements 4) Social dialogue: Continuous dialogue with our placemakers, so that conflicts are resolved at the lowest level possible, as soon as possible5) Freedom of association: Support alternative forms of inde-pendent and free employee representation in case of restric-tion or prohibition of freedom of association under law6) Collective bargaining: Engage in collective bargaining with legally recognised employee representative organisations7) Work-life balance: Rights to protect families before and after child birth8) Health & safety: Ensure that placemakers have the skills, knowledge, and resources necessary to maintain a safe and healthy work environment, one in which they can raise safety concerns without repercussionsRegularly we encounter difficult balancing exercises when principles meet reality. Working hours is a good example of the dilemma that we sometimes face. For good reasons and in order to protect workers against exploitation many jurisdictions prescribe a maximum number of hours that can be worked over a period of time. However, the minimum wages paid for working up to the legal maximum in some of these jurisdictions does not provide the necessary financial means to cover more than the basic needs for a family. We therefore from time to time receive requests from placemakers to work additional hours. This dilemma illustrates the need for moving pay levels in our industry towards a living wagelevel, which is exactly one of our current key social initiatives. We have pledged to work together with our stakeholders to move pay levels in our industry to liv-ing wage levels and detailed our ambition as part of our Global People Standards. Our initial activities have centered around establishing credible living wage benchmarks for each local market in order to focus our attention on the markets where current pay levels are below living wage levels thereby driving maximum positive impact. We now have a good understanding of the target markets and have run a pilot case in China and initiated a partner project with Uni Global Union in Indonesia to increase salaries and create job opportunities for underrepre-sented groups in the facility services industry.Our key challenge around living wages is that â as a low margin business â we cannot absorb the immediate cost impact of moving our placemakers fully to living wage levels. We there-fore rely on our partners and customers to co-fund the activi-ties, which in a world of endless priorities and limited resources and bandwidth is not straight forward. Our Living Wage pledge remains a key action for the coming years to drive positive impact for our workforce. We drive numerous actions in our local operations aimed at improving working conditions in ways that are most relevant to each market. 1) Supporting mental and emotional wellbeing via ISS4U in India, a workplace wellness programme offering confiden-tial support to address personal, family, and work-related challenges that impact health, well-being, and performance. This initiative, fully complementary for all frontline employees in the country.2) In 2024, we partnered with Uni Global Union to deliver a social sustainability project, executed over 24 months in Indonesia. The project aims to build a sustainable and con-structive platform for social dialogue with the wider cleaning industry â focusing on educating and influencing custom-ers to promote a wider understanding of the meaning of minimum versus living wage. The project also aims to create more job opportunities for women and individuals with disa-bilities in the Greater Jakarta area.Strong labour unions are critical in our industry and we value the relationships we have built over decades with local, regional and global unions and labour organisations. We actively en-courage and support unionisation and while we believe that we generally are open and receptive to input, critique and opinions from our placemakers, we acknowledge that there can be issues or personal circumstances that can be difficult to raise directly or that are better heard when spoken in âone voiceâ. Engagement with unions in local markets follows local customs and practices. Our engagement with the European Works Council and the UNI Global Union is described above. Directly connecting and engaging with our placemakers out-side our normal management routines is difficult to orchestrate across the geographical span of our operations. Our roll out of the MyVoice programmeaddresses these challenges and as technological developments has made smart phones available and accessible across the globe it allows us to tap into its con-nectivity potential for engaging directly with all our placemak-ers. We have during 2024 reached full coverage of our MyVoice programme to the entirety of our placemakers with the two most important engagement points being:1) Employee engagement survey2) Our diversity survey Diversity CensusOur continued dialogue with our placemakers and labour un-ions and employee organisations in combination with availabil-ity of channels for raising concerns locally as well as the Speak Up system is the most important markers for the effectiveness of our overall approach in regard to working conditions.We make thousands of mistakes each year, including mistakes relating to working conditions. We rectify our mistakes and continuously improve our processes and structures, but we will continue to make mistakes despite our strongest efforts to avoid them.Equal treatment and opportunities for allAs with working conditions explained above our approach to equal treatment and opportunities for all is anchored around a set of red lines following from our value-based principles that define minimum behaviours and requirements that mitigate negative impacts combined with behaviours and actions aimed at driving positive impact.Our People & Culture function at Group level and in countries is overall responsible for our people agenda with a dedicated sub-function, Group Diversity, Inclusion & Belonging, responsi-ble for our diversity, inclusion and belonging:1) Setting and driving minimum requirements2) Defining and executing actions and initiatives 3) Engaging with stakeholders Ensuring equal treatment and opportunities for all is part of our people agenda and rests on the same foundation for min-imum requirements as our other people related topics, includ-ing our mandatory training program for our Code of Conduct. Our Global People Standards include minimum requirements that address equal treatment and opportunity areas as follows:1) Gender equality and equal pay: Remuneration policies based on a principle of equal pay for equal work and equal working conditions regardless of gender2) Training and skills development: Offer training opportunities for development of skills that enable growth and pursuance of career opportunities3) Persons with disabilities: Include abilities as part of our diversity, inclusion and belonging approach and provide physically accessible workplaces4) Protection against violence and harassment: Provide work environments free from harassment and establish docu-mented process for cases of alleged harassment or abuse5) Diversity: Embrace and encourage diversity and inclusion in their broadest terms, including cultural background and ethnicity, race, age, gender, gender identity, ability, sexual orientation, religious beliefs, language, and education.We actively promote and drive diversity, inclusion and belong-ing across the organisation with dedicated resources and activities. At its core, our diversity, inclusion and belonging agenda targets discriminatory practices and behaviour and is a conscious effort to avoid negative impact we might other-wise have on our placemakers. It also supports our continued access to talent and people resources by establishing us as a responsible employer that believe and action our Employer Value Proposition of providing a Place To Be You:1) Be who you are2) Become what you want3) Be part of something bigger Knowing and understanding the differences and diversities of our workforce is paramount. With a workforce as large as ours we have employee groups representing numerous diversity as-pects. We recognise that it can be sensitive or even dangerous to address and speak up on personal matters of diversity just as there are strong privacy interests to be considered. As an employer it has to be carefully considered if even asking on a voluntary and anonymous basis is appropriate and justified. We believe that asking in the right way in itself sends an inclusive signal and considering the strong privacy safeguards we have established, we have decided to ask in order for us to listen.Launched for the first time in 2024 Diversity Census was run in parallel with our Employee Engagement Survey. On a completely voluntary and anonymous basis our employees were offered the possibility to provide certain diversity and inclusion related demographic information about themselves on an anonymous basis. We received more than 10,000 responses across 25 countries, which will provide insights into diversity and inclusion areas where additional focus and support is needed. We are still analysing the data and will together with country organisa-tions review the results and feedback to shape global and local diversity, inclusion and belonging initiatives and to build broader participation in the coming years.We will use the survey responses to shape global and local diversity, inclusion and belonging initiatives.Our learning & development activities provide a robust foun-dation for avoiding negative impact by combining mandatory training activities on areas such as health & safety, Code of Conduct, compliance areas and service line practices with voluntary skills development programmes. With our Code of Conduct training we specifically address discrimination and harassment themes. In addition, to mandatory training requirements our learning & development agenda focuses on three pillars:Culture & Leadership Capabilities:Ensuring our people understand how they can be successful in the organisation and develop their careers with us. We put special emphasis on the development of leadership and management skills of our people leaders and train them in building a supportive working environment.Technical Capabilities:Specialised training tracks for spe-cific lines of service and specialisations to equip our people with knowledge and skills enabling them to perform their jobs in line with quality and health & safety standards.Personal Effectiveness: Providing our people with training and tools that help them fulfill their personal aspirations. These programmes include personal development (commu-nication skills, personal well-being, fundamental business skills) and digital upskilling.Our dedicated Placemakers Path programme puts together all development, recognition and training activities targeted at our service placemakers into a comprehensive employee experi-ence journey.Actions that drive positive impact Two years ago we pledged to provide 100,000 recognised qualifi-cations to placemakers and their family members by 2025. Impor-tantly we define recognised qualificationsas skills development that is broadly usable within and outside ISS; hence a strong social mobility enabler. As of 2024 we had provided 73,000 placemak-ers and their families with a Recognised Qualification under our pledge â well on the way to reach 100,000 in 2025. Together with partners, we aim to add an additional 250,000 by 2030 taking the total to 350,000.Our catalogue of Recognised Qualifications span from general life skills to advanced leadership skills (MBAs) and are conducted within the ISS learning environment or through external partners. Taking action on diversity and inclusionbeyond policy state-ments requires awareness and knowledge of the particular circumstances and characteristics of our diverse workforce. We have identified the five key diversity dimensions for our work-force as Generation & Age, Pride, Gender Balance, Abilities & Cultures and Race & Ethnicity. In 2022 we established global Employee Resource Groups (ERGs) for each dimension as fo-rums for sharing and addressing topics and issues of particular relevance to each of them. This serves as strong platforms for creating awareness and sharing knowledge across. Each ERG is sponsored by at least one Executive Group Management (EGM) member and operated by volunteer employees who host regular global sessions attended by all types of employees from placemakers to executives. In turn, country organisations mirror or adapt local employee resource groups to cascade global messaging and address local context. As examples, in 2024 our headquarter locations in Warsaw and Copenhagen established umbrella ERGs under the headline of âAllyshipâ covering all five diversity dimensions. Examples of the activities and initiatives undertaken within ourERGs in 2024 are provided to the right.ERG activities in 2024Generations & Agefocused on increasing gen-erational inclusion and challenging age-relatedbiases and stereotypes. A comprehensive guide âInclusive Employment of Older Personsâ, explain-ing the merits of senior employees in the context of recruitment challenges arising due to aging populations are developed. The guide covers e.g. inclusive recruitment, promotion, learning & development and onboarding.The Pridecontinued to support pride events during pride month in June Also delivered pride initiatives, such as LGBT+ Diamond Awards Gala and Crowns of Equality in Poland, pride event with a Danish customer and celebration of the Internation-al Day Against Homophobia, Biphobia, Interphobia and Transphobia. Further, workplace policies have been reviewed globally for pride relevant contents.Gender Balancecontinued to raise awareness through activities including an International Womenâs Day webinar in March and development of a complete Toolkit supporting the Interna-tional Menâs Day webinar in November. The ERG Co-Chairs and Council Members set up a âReverse Coachingâ series for EGM members leading to individual commitments to support female talent promotion and development in ISS.Abilitiescontributed greatly to the annual Virtual Social Sustainability Conference, which was large-ly dedicated to neurodivergence and inclusive workplaces, delivered on 3rd December 2024 â the Day of Persons with Disabilities.Cultures, Race & Ethnicities deliveredmonthly sharing sessions on topics celebrating cultural diversities, working in multi-national and -cul-tural teams, religion and cultural practices, migration stories, etc. Also delivered a webinar on the occasion of the World Day for Cultural Diversity in May.Historically and up to present day domestic responsibilities have mainly been associated with females as evidenced by the need for one of the SDG targets (Target 5.4) on gender equality to center around domestic activities. Household activities such as cleaning, cooking, laundry and child-care is more often undertaken by females, while providing financially for the household is either shared responsibilities or skewed towards the male side. The nature of several of the services that we provide resemble household activities and we therefore play an important role in providing work opportunities to and empow-ering females. From our cleaning services began in Copenha-gen, Denmark in the 1930s we have provided millions of female placemakers with work opportunities across our service port-folio often leveraging household skills. That has and continues to positively impact gender equality and female empowerment across our countries of operation. Our gender distribution across our global workforceis largely 50/50 with an overweight of females in our workforce for most countries. In certain of our APAC countries we however have very people-intensive security operations that for cultural reasons re-main very male dominated and therefore tip our global workforce from otherwise being skewed towards females to being balanced. In management and leadership positions we acknowledge and recognise that female role models are important and that diversity in competencies and perspectives are value-adding. For that reason, we have set a target of reaching 40% gender balance in our corporate management by 2026 (please refer to S1-5). It is supported by positive actions defined in our Diver-sity, Inclusion and Belonging Policy such as the identifications of female short list candidates for vacant corporate leadership positions. We truly believe that a diverse workforce is a value-driver and that our continued efforts to drive a strong diversity, inclusion and belonging agenda is not only impactful on the lives of the people in our workforce, but also drives positive business results.Other work-related rightsForced labour and child labour is known to occur also within our broader industry and geographic footprint. Child labour and forced labour is generally associated with activities hidden away from the public eye. Our business model is the opposite. We drive value by having engaged service personnel that interact with people and places to create great service moments. We acknowledge the broader risk around child labour and forced labour. We are committed to upholding and promoting human rights and have taken strong policy positions in our Code of Conduct and Global People Standards against child labour and forced labour as well as precautionary measures against it such as pre-employment checks. Our business model, however, is focused on environments, markets and customers with different characteristics and we therefore do not consider child labour and forced labour as material risks to our workforce. In terms of other work-related rights we process, store and man-age personal information on our workforce â some of it of a very sensitive nature. It is imperative that our personal data manage-ment practices meet the legal requirements of the jurisdictions in which we operate and honor the trust of our placemakers.We manage personal information across three defense lines. Our global IT security team focuses on preventing unauthor-ised access from external parties. Our Legal data privacy team establishes internal protocols for how to process personal in-formation and our P&C organisation establishes and operates our people processes. In regard to our general information security approach our work is supported by policies and standards such as our Global Information Security Policy and Global Information Security Standard. Our people processes are governed by our Global Standard on P&C Processes, which is specifically aimed at the information security aspects of our people processes. Our legal data protection framework is set within our Data Protection Policy and our Data Ethics Policy. We have not set specific targets for performance on informa-tion security in regard to our workforce.Metrics & targetsS1-5Targets related to managing IROWe have set three global targetsrelating to managing our material people impacts as well as continuous targets relating to health & safety. Our material IROs reflect their inherent position and our structured work over many years has provided mitigation that leaves target setting for many aspects of our IROs obsolete or less relevant.Living wageOur Living Wage pledge follows directly from the policy ob-jective in our Code of Conduct to support introducing living wages. It captures all positions paid below living wage levels and therefore imply an aspirational target of 100% of job positions across the organisation being paid at living wage level. It is not time-bound due to the strong dependencies on other stakeholders, particularly our customers, suppliers and policy makers. As an intermediary target that was met in 2023 we partnered with an independent consultant to develop living wage benchmarks across our countries of operation. In 2024, we have utilised the benchmarks to conduct a living wage assessment in 19 of our countries. Over time we will work towards setting annual targets for the number of job positions being moved into living wage level.Recognised qualificationsUpskilling our workforce and their families is an opportunity for us to drive positive people impact over and above what automatically follows from our ordinary business operations. We have pledged to provide 100,000 placemakers and their family members with a recognised qualification by 2025 from a 2022 starting point. For 2024 our target is to provide 26,000 individuals with a recognised qualification taking it to a target total of 55,000. In 2024 we reached 73,000 recognised qualifications thereby outperforming our 2024 target that we now aim to increase by an additional 250,000 by 2030. Recognised qualifications are programs or training activities that meet certain pre-defined criteria and that strengthen professional, industry or personal development. Progress is recorded and tracked within our Learning & Development system âMyLearningâ.Gender balanceGender diversity is a clear policy objective in our Diversity, Inclu-sion & Belonging Policy and establishes a global 2025 gender diversity target of 40% across our corporate leadership teams at Group and country level. Our 2024 progress does not support a realistic trajectory towards reaching our target. It has therefore been decided to move our target year from 2025 to 2026 and to introduce underlying internal pipeline metrics.Fatalities and LTIFFatalities and serious injuries related to our work activities are never acceptable and we are therefore careful around setting specific targets in this regard, since it could be considered as acceptance of some level of unsafe practices. On the other hand, we recognise that lack of targets may not instil the right behavioural motivation for driving improvements. With that perspective we generally consider LTIF levels above 2.5 for the Group as âhighâ while striving for zero fatalities undoubtedly remains our goal. Global targets are approved at Executive Group Management level. Additional targets addressing people impacts are set at functional or country level considering the specific aspects and context of the target.S1-6Characteristics of our employeesOur strategic decision to primarily self-deliver our services im-plies that we employ a large workforce that includes hundreds of nationalities and extends across all diversity aspects.Number of employees by genderEnd of period 2024(Headcount)2024%Male168,33652%Female158,14748%Other- 0%Not reported- 0%Total326,483100%The gender composition across the Group is close to 50/50, but varies across countries affected by our mix of service lines and local tradition.Number of employees by contract typeEnd of period 2024(Number)Northern Europe%Central & Southern Europe%Asia & Pacific%Ameri-cas%Other%TotalPermanent employees 55,726 19%98,381 34%105,137 36%28,376 10%1,5661%289,186 Temporary employees 5,356 19%7,816 28%14,528 52%- 0%73 1%27,773 Non-guaranteed hours employees 3,960 42%21 0%5,543 58%- 0%- 0%9,524 Part time employees 26,903 39%28,111 41%11,510 17%1,960 3%330%68,517Full time employees 38,139 15%78,107 30%113,698 44%26,416 10%1,6061%257,966On a regional basis the use of part-time employees is a mostly European approach.Number of employees by contract typeEnd of period 2024(Headcount)Male%Female%TotalNumber of employees168,33652%158,14748%326,483Permanent employees 151,33452%137,85248%289,186Temporary employees 12,88046%14,89354%27,773Non-guaranteed hours employees 4,12243%5,40257%9,524Part time employees 16,95425%51,56375%68,517Full time employees 151,38259%106,58441%257,966We primarily employ people on permanent and full-time basis in line with our self-delivery model. Non-guaranteed hours employees are used only to a limited extent and not in all coun-tries. We have a general skew towards more females working part-time positions.Number of employees by country 2024(Headcount)End of period%Average%Finland 6,755 2%6,630 2%Netherlands 2,278 1%2,259 1%Norway 7,926 2%8,248 2%Sweden 6,339 2%6,354 2%Belgium 6,907 2%6,978 2%Luxembourg 511 0%515 0%Denmark 5,395 2%5,375 2%Poland 1,850 1%1,845 1%Lithuania 315 0%293 0%Ireland 1,819 0%1,913 0%United Kingdom 24,947 8%25,471 8%Northern Europe65,042 20%65,881 20%Austria 6,714 2%6,774 2%Switzerland 14,294 4%13,005 4%Spain 30,725 10%29,649 9%Italy 1,210 0%1,176 0%Türkiye 44,035 14%43,673 13%Germany 9,240 3%9,468 3%Central & Southern Europe106,218 33%103,744 31%China 7,794 2%8,259 2%Singapore 8,348 3%8,465 3%Indonesia 42,853 13%43,610 13%India 40,319 12%40,536 12%Hong Kong 12,690 4%13,000 4%Australia 12,047 4%11,932 4%New Zealand 1,157 0%1,135 0%Asia & Pacific125,208 38%126,938 38%US & CA 5,564 2%6,101 2%Mexico 10,462 3%10,806 3%Chile 12,350 4%12,723 4%Americas28,376 9%29,630 9%Other1,6390%5,3462%Total ISS Group 326,483100%331,539 100%The average number includes ISS France until we completed its divestment in April 2024, which is the main driver of the differ-ence to the end of period number.Placemaker/Support staffEnd of period 2024(Headcount)Male%Female%TotalPlacemakers 156,21251%148,70149%304,913Support staff 12,12456%9,44644%21,570Our ability to leverage support staff is a key efficiency parame-ter. For support staff we have a slightly better gender balance than for the narrower Corporate leadership team, see S1-9.Employee turnoverAverage(Headcount)2024% of total workforceLeavers, resignations, retirements and deaths 111,63334%Leavers and resignations 106,52332%For internal management purposes we track employee turno-ver based on leavers and resignations as these are generally driven by factors that we can operationally influence. This is also a KPI we have reported externally for many years.S1-7 Characteristics of non-employees in our own workforceOur workforce predominantly consists of own employees as a result of our strategic decision to self-deliver our services. We gen-erally engage with temp agency workers for short-term support such as holiday cover and other absence cover, event support or transition cover. Self-employed consultants are generally engaged only as support staff (âwhite collarâ) as part of our corporate and management activities, but not to any significant extent.Number of non-employeesEnd of period(Full-time equivalent)2024%Northern Europe 5,157 48%Central & Southern Europe 3,22230%Asia & Pacific 2,014 19%Americas 285 3%Other 150%Total 10,693100%Non-employees are not a significant share of our workforce when measured in full-time equivalents, but still play an impor-tant role in regard to ensuring our continued operations.S1-8 Collective bargaining coverage and social dialogueCollective bargaining and social dialogue is influenced by local practices and legislation. We adhere to legal requirements of the markets in which we operate and actively promote the right to collective bargaining. Our European Works Council has for many years been an important partner for social dialogue and engagement.Collective bargaining and social dialogue1)Collective bargaining coverageSocial dialogue(Coverage rate)EEA countriesRegionsNon-EEA countries onlyWorkplace representationEEA only0-19%-Central & Southern Europe; Othern/a20-39%-n/a40-59%-Asia & Pacificn/a60-79%-Northern Europe;Americasn/a80-100%-n/a1)For countries/regions with >50 empl. representing >10% total empl.56% of our employees across the Group are covered by collec-tive bargaining agreements with Northern Europe having the highest coverage ratio across the regions.S1-9 Diversity metricsOur target of 60/40 gender diversity across our corporate leadership (top management) is not yet reached though we are moving closer. As described in S1-5 we have moved the target year to 2026. In regard to age distribution there are local variances across our operating countries with India and Indonesia each having less than 10% of employees above 50 years of age.Gender diversity at top management(Number, %)2024%Male 74863%Female 43637%Total 1,184100%Age distribution(%)2024%< 30 years 72,21922%30-50 years 157,62648%> 50 years 96,63830%Total 326,483100%S1-10Adequate wagesAll employees are paid at least an adequate wage in accord-ance with applicable minimum wage or collective bargaining requirements.S1-12Persons with disabilitiesLegal restrictions and privacy concerns are considered to signif-icantly impact the accuracy and completeness of reporting.Persons with disabilitiesDisabilities End of period2024% of total workforceTotal7,0922%S1-13Training and skills development metricsAverage performance and development reviews(Appraisals per headcount)PlannedPerformedMale 0.490.37Female 0.540.40Total 0.510.39Training hours(Number)Total hoursAvg. per employeeMale 2,170,26712.6Female 1,419,0148.9Total 3,589,28110.8The difference in training hours between males and females is driven by India that provide above group average training hours to employees with a significant overweight of male employees in India. Approx. 18% of training hours are not re-corded by gender for GDPR reasons. These training hours have been pro-rata allocated by country and gender based on the 82% training hours recorded by country and gender.S1-14Health and safety metricsOur health and safety management system covers 100% of our workforce. In 2024, sadly we had one fatality in Spain.Health & safety(Number)EmployeesNon-employeesFatalities 1 - Total reportable cases (TRC) 3,916 29Rate of recordable cases 6 1 Occupational illness cases 97 - Lost work days 41,216- Lost-Time-Injury Frequency (LTIF)(incident frequency)EmployeesEmployees 3.1 Non-employees 0.5Contractor employees 0.9Total2.9 We have for many years measured and reported LTIF as a metric for our health & safety performance. Internally we measure across the categories of employees, non-employees and contrac-tor employees working under our instruction authority, which aligns to our health & safety management system coverage.S1-16 Remuneration metrics (pay gap and remuneration ratio)Salary levels for our servicing placemakers across our business are generally aligned to collective bargaining agreements or statutory minimum wage levels that do not provide gender spe-cific rates. Our Global People Standards prescribe a remunera-tion principle of âequal pay for equal workâ.Our CEO pay-ratio (remuneration ratio) is calculated on the basis of average salary rather than median salary, since we are not currently able to integrate salary details for all employees across our operations and people and salary systems. We have sense checked our approach by calculating the CEO pay-ratio for our operations in ISS Denmark using both an average and a median method showing a reasonable correlation. A relatively high CEO pay-ratio is a natural consequence of the composition of our workforce across geographies, the difference in purchas-ing power and a Danish-based headquarter.Remuneration metrics(%, number)2024Gender pay gap, %(4)%Remuneration ratio, number112S1-17Incidents, complaints and severehuman rights impactsIncidents of discrimination, including harassment, cover cases recorded in local people management systems as well as incidents filed through our Speak Up channel. Anonymity is guaranteed when complaints are filed through our Speak Up channel and we can therefore not always verify whether com-plaints are also filed and recorded in local people management systems. The right to anonymity is prioritised over the risk of double-counting. We have not recorded any severe human rights incidents during 2024. Incidents and complaints reported(Number)2024Discrimination, incl. harassment 82Complaints received through Speak-UpWork-related complaints, excl. discrimination & harassment614Complaints received through Group Speak-UpCode of conduct29Customer/competitor interaction5Data privacy5Discrimination including harassment53Fraud, bribery, corruption and misappropriation of funds35Health, Safety & environment16Labour law compliance52People & Culture concerns281Other76Total552Severe human rights incidents0Fines, penalties and compensation for damages (DKKm) For work-related incidents9For severe human rights violations 0Reporting principles for SocialS1-6: Workforce characteristicsPeople data is generally recorded and reported from people and/or payroll systems in countries.Number of employeesare the total number of headcount full-time and part-time at the end of the reporting period or averaged over the 12-month reporting period. Full-time employees are employees who work a minimum of 30 hours a week for ISS. Number of employees are specified into placemakers and support staff. Placemakers are employees that provide services to customers whereas support staff is management and support functions. Permanent employees have open-ended employment contracts while temporary employees have fixed term contracts. Non-guaranteed hours employees are employees that are not entitled to a minimum number of work hours.Breakdown by genderis generally provided in male and female. We have prepared our consolidation system to allow our reporting units (countries) to voluntarily report employ-ees that identify as other than male or female. If necessary for reporting purposes âotherâ employees are allocated as male or female on a pro-rated country basis.In other reporting categories, e.g. training hours, gender is not a pre-set recording dimension for data privacy reasons and gender breakdowns will therefore often be based on gender distribution assumptions. Theturnover ratemeasures leavers (involuntary) and resignations (voluntary) during the reporting period relative to the average number of employees. As of 2024 it includes also retirements and deaths.S1-7: Characteristics of non-employeesNon-employees are self-employed persons (e.g. consultants) and temporary workers engaged via staffing or temp agen-cies and normalised to a full-time-equivalent value using a standard work year of 2,000 hours to provide a comparison base to our own employees. Where headcount and actual hours are not recorded, an estimation is provided based on a spend conversion ratio. S1-8: Collective bargaining and social dia-logueCollective bargaining coverage measures the number of em-ployees covered by collective bargaining agreements relative to the total number of employees at the end of the year.Social dialogue reporting requirements are determined on the basis of Q3 people reporting. At Q3 and Q4 2024, no EEA country represented 10% or more of our employees.S1-9: Diversity indicatorsCorporate leadership covers the Board of Directors (the Board), the Executive Group Management (the EGM), direct reports to the Board and the EGM, Country Leadership Teams and direct reports to Country Leadership Team members at the end of the year. This definition has been used for internal and external purposes for several years.S1-10: Adequate wagesAdequate wage ratio measures the number of employees earning an adequate wage level relative to the total number of employees. Adequate wage levels are determined coun-try-by-country in accordance with the principles of ESRS S1-10. S1-12: DisabilitiesIn accordance with ESRS S1-12 persons with disabilities are defined as persons who have long-term physical, mental, intellectual or sensory impairments which in interaction with various barriers may hinder their full and effective participa-tion in society on an equal basis with others. The metric is calculated relative to the end of year number of employees.Privacy regulation including GDPR may hinder or impair the possibility to collect and store information necessary for reporting purposes. Further, information is to a large extent dependent on self-declaration by employees, which is a personal privacy matter. At ISS we intend to provide safe and inclusive environments for supporting transparency on dis-abilities, but fully accept and support that this is a personal right and decision of each employee.As a consequence, our reporting on disabilities is associated with significant uncertainty. S1-13: Performance reviewsPlanned and performed performance reviews cover career and performance reviews that form part of a formalised ap-praisal framework mandated by for example Group or local policies. Metric is calculated relative to the average number of employees. For 2024 excluding France.S1-13: Training hoursTraining hours includes all training activities for ISS employ-ees as a result of their employment with ISS that are fully or partly performed during work hours or fully or partly paid by ISS. Training can be performed in classrooms (at ISS premises or externally), on-site, online, at home etc. It also includes time spent on preparations by participants as well as time spent on exams or tests. Training hours are record-ed in learning & development systems or calculated based on people and participation statistics. Average number of training hours is calculated relative to our average number of employees.S1-14: Health & safetyFatality means a work-related incident or work-related ill health leading to the death of an employee, temporary worker, agency worker and contract personnel and personnel of contractors delivering our services and working under our instruction authority.Recordable work-related accidents cover fatalities, lost-time injuries, permanent total disabilities, restricted work cases, medical treatment cases and occupational illness cases (ex-cept for non-employees and contractor employees). The rate of recordable work-related accidents is calculated relative to the total exposure hours and multiplied by 1,000,000. Total exposure hours for our own employees are recorded or calculated actual work hours from time and attendance systems, people management systems and payroll systems. Total exposure hours for non-employees are calculated by multiplying the number of non-employees (see S1-7) with a standard work year of 2,000 hours.Lost Time Injury Frequency (LTIF) is calculated as the number of work-related injuries or illness that result in work incapability over and above the day the incident occurred, relative to total exposure hours and multiplied by 1,000,000. It is calculated for employees and non-employees combined. We have reported LTIF for many years as one of our key sus-tainability metrics that focuses on the more severe spectrum of work-related accidents.Lost work days counts the number of calendar days where an employee is incapable of working as a result of a work-re-lated accident. Work-days are counted in full days and does not include the day of the accident or incident and ends with the last full day of non-work for ISS. We have for many years internally reported on lost work hours, which follows a sim-ilar principle, but does not count weekends or unscheduled work days. Where relevant, conversion from lost work hours to lost work days is done at a factor of 4.3 hours per day.Health & safety data is recorded in our dedicated Health & Safety management system âVelocityâ.S1-16: Gender pay gapGender pay gap is calculated as average male hourly remu-neration minus average female hourly remuneration divided by average male hourly remuneration times 100. Remu-neration covers gross remuneration for male and female employees during the reporting year with hourly male and female remuneration calculated by applying a standardised work year of 1,000 and 2,000 hours for average part-time and full-time employees respectively. Remuneration for em-ployees not identifying as male or female is either excluded or proportionally allocated to males and females by relevant country. Significant work is being undertaken to prepare for the EU Pay Transparency Directive taking effect. The reporting obli-gations under ESRS S1-16 pre-empts the EU Pay Transparen-cy Directive, which is unhelpful. S1-16: CEO pay ratio (Remuneration ratio)The CEO pay ratio is calculated as the ratio between the an-nual awarded remuneration of the Group CEO to the average annual remuneration for all employees (less remuneration for the Group CEO). The average number of employees is normalised to full-time equivalents by assuming that two part-time employees equal one full-time employee. We do not have data available to perform the calculation on a âmedianâ basis. Our preparations for the EU Pay Transparency Directive will continue during 2025 and is expected to improve our ability to utilise median data. The remuneration considered for the Group CEO (highest-paid employee) is the award-based amount. This reflects the cash value of remuneration earned for the year - including base salary, non-monetary benefits, short-term incentive programmes (STIP). In addition, this includes the value of long-term incentive programmes (LTIP) which is estimated as the fair value at 31 December of the shares to be received in March 2025, when the LTIP pro-gramme vests. The value is calculated as the actual number of shares received, if any, in March 2025 multiplied by the share price at 31 December of the reporting year.S1-17: Work-related incidentsWork-related incidents of discrimination, including harass-ment, is recorded in local people management systems, lo-cal Speak-Up channels or in the Group Speak-Up channel. It covers incidents of discrimination including on the grounds of gender, racial or ethnic origin, nationality, religion or belief, disability, age, sexual orientation.S1-17: Complaints filed through Speak-UpCovers complaints received through established Speak-Up channels at Group or locally in regard to working conditions, equal treatment and opportunities and other work-related rights as defined in ESRS S1-17. Complaints that relate to more than one category is recorded under the category con-sidered most serious and significant.S1-17: Fines, penalties and compensation for damages as a result of work-related incidents and complaints and severe human rights violationsIncludes fines and penalties finally imposed on ISS by competent regulators for work-related incidents and com-plaints and severe human rights violations as well as specific compensation amounts for damages to affected current or former ISS employees in this regard. Reporting principles for Social (continued)ESRS S2Workers in the value chainImpact, risk & opportunities managementS2-1PoliciesIn our Supplier Code of Conduct and our Supply Chain Policy we lay down a set of minimum requirements, including on working conditions and equal treatment, that all suppliers must adhere to by signing up to ISS Supplier Code of Conduct or by having in place own policies of at least the same standard as the ISS Supplier Code of Conduct. It also defines our expecta-tions and requirements towards suppliers in terms of human rights emphasising our expectation that suppliers comply with international standards such as the UN Guiding Principles on Business and Human Rights.Human trafficking, forced labour and child labour are explicitly addressed in our Supplier Code of Conduct and our Supply Chain Policy and are subject to requirements to establish and maintain due diligence processes for these severe human rights areas.In our Supplier Code of Conduct, which is referenced in our standard terms and conditions, we retain the right to terminate our business relationship with suppliers that do not comply with our requirements.Our Supplier Code of Conduct and our Supply Chain Policy are both approved by the Executive Group Management (the EGM) and implemented operationally by our global Procurement function. Both policies are publicly available.For incident reports from value chain workers, see S2-2 and S2-3.S2-2Processes for engaging with valuechain workers about impactsWe do not have formalised structures or engagement activities directly with workers in our supply chain. Rather, we leverage and rely on the engagement and interaction that our Supply Chain & Procurement function have with our suppliers to influ-ence their behavior towards their own workers and value chain workers and with labour organisation representatives. Our Speak-Up channels are available to workers in the supply chain as they are to all of our stakeholders. We have not during 2024 received reports of non-respect of the UN Guiding Principles on Business and Human Rights, ILO Declaration on Fundamental Principles and Rights at Work or OECD Guidelines for Multina-tional Enterprises involving supply chain workers. It is our firm belief that labour organisations hold a key position as intermediaries for ensuring open and transparent dialogue with supply chain workers. They benefit from high trust levels and aligned interests with supply chain workers within and across industries and geographies and we are committed to supporting access to unionisation as evidenced by our long-standing global relationship with UNI Global Union. Please refer to ESRS S1 for additional details on our labour organisa-tion relationships and engagement. S2-3Processes to remediate negativeimpacts and channels for value chain workers to raise concernsOur process for managing and addressing concerns raised by supply chain workers will follow the principles laid down in our Speak-Up Policy with the adjustments required from the need to involve the member of our supply chain in the investiga-tion and remediation process. The fundamental safeguards provided by our Speak-Up Policy in regard to âno retaliationâ and confidentiality applies also to concerns raised by supply chain workers. Through our commitment to the UN Guiding Principles on Business and Human Rights and our ISS Supplier Code of Conduct we promote the establishment of suppliersâ own relevant channels through which supply chain workers can raise concerns with relevant suppliers. For details on our Speak-Up Policy and process, see ESRS G1.We have not during 2024 received reports of severe human rights issues in our supply chain.We do not have an established framework for providing support in or to remedial action for negative impacts to supply chain workers, but we may on an ad-hoc basis offer for example insights or access to key internal resources as part of remediation. Ultimately, we retain the right to terminate our business relationship with suppliers that do not adequately address appropriate remediation actions.In 2024, we have not terminated supplier relationships for violation of the Supplier Code of Conduct or for controversies in regard to workers or human rights. Through our supply chain assurance and compliance program we sample audit a small number of suppliers to assess our supplierâs adherence to our policies and work with suppliers to close identified gaps.S2-4Actions related to IRO andeffectiveness of those actionsWe believe that our key contribution towards workers in the supply chain is achieved by setting a positive example through our own people practices and by pushing minimum standards or red lines for supplier behavior that protects against negative impacts for supply chain workers as well as encouragement around supplier behavior that can improve and positively im-pact supply chain worker conditions.We may indirectly have negative impact on supply chain workers through the business relationships we maintain with our suppliers as explained above. Our actions to address these potential indirect negative impacts are centered around our supply chain due diligence and assurance practices deployed through our Procurement function.Our supply chain policies described above are supported by a detailed set of internal procurement standards setting out requirements that our procurement and supplier engagement process must comply with.At the core is our risk categorisation of our suppliers. Our risk categorisation considers the type of goods and services provid-ed, the environment in which goods and services are delivered as well as geographical risks and potential customer impact. From these criteria suppliers are grouped in high, medium and low risk categories, which determines activities undertak-en during each supplier lifecycle phase: Vetting, Contracting, On-boarding, Operations and Off-boarding. Regardless of risk category all suppliers are subject to vettingrequirements that include a supplier self-assessment that cover among others acknowledgment of compliance to our funda-mental policies, compliance to local law and regulations, and compliance with human rights, labour law rights and funda-mental freedom conventions. Self-assessments are reviewed by a dedicated ISS supplier vetting team that raise potential concerns with Supply Chain and Procurement professionals lo-cally or at Group level for decision on remediating action to be required or rejection. Certain very-low risk supplier categories such as legal fees, road fees, taxis and utilities are exempted from this process. Periodic reassessment is performed with high risk suppliers being reassessed annually. During 2024 approximately 1% of potential new suppliers were rejected due to lack of compliance with our requirements.It is a further requirement that all suppliers as part of the contract-ingphase sign up to the ISS Supplier Code of Conduct.On-boardingcovers training and work permit requirements. Training requirements distinguish between legally required train-ing applicable to all suppliers and risk-based training require-ments that are applicable to medium and high risk supplier cat-egories. Where service performance by a supplier involves high risk services that takes place at customer sites, it is mandatory for the supplier and its personnel to receive training in the health & safety requirements applicable at the customer site to mitigate the potential negative health & safety consequences that the service performance could have to the supply chain workforce.As part of our operationswe conduct supplier audits by ISS auditors or third-party auditors. Audit requirements are targeted among a sample number of high-risk suppliers and is influenced by the type and method of goods and service performance. For example, independent third-party audits are required in regard to GDPR and cyber-security for suppliers dealing with confiden-tial or personal information. In addition, incident management is an integrated part of all supplier relationships where potential impacts on supply chain workers are addressed and actioned with the relevant supplier. Off-boardingactivities are aimed at ensuring continued opera-tions and proper handling of sensitive or confidential informa-tion in connection with expiring supplier relationships.Our baseline audit program conducted by our Group Inter-nal Audit function provides internal assurance around the application and effectiveness of key elements of our vetting and contracting requirements. Further, we track LTIF (Lost Time Injury Frequency) for our subcontractors as the key indicator for the effectiveness of our actions to mitigate potential nega-tive health & safety impact to supply chain workers. LTIF is the frequency of incidents relative to the activity level measured as worked hours by subcontractors. Our global procurement approach does not include programs that specifically target positive impacts for supply chain workers. Metrics & targetsS2-5Targets related to managing IROOur actions to mitigate negative impacts to supply chain work-ers described above are applicable across our operations and the metrics used for tracking are considered appropriate. We have therefore not adopted or plan to adopt specific targets in this regard. ESRS S4Consumers and end-usersImpact, risk & opportunities managementS4-1 PoliciesWe have not adopted policies specifically related to our end-users, but capture the interests of end-users as part of our data ethics, data protection and information security policies.Our Data Ethics Policy provides the overarching framework for how we work with and manage data. It is aligned with the Char-ter of Fundamental Rights of the European Union and includes principles on the areas of self-determination, human dignity, re-sponsibility, equality and fairness, progressiveness, diversity and inclusion and accountability. Further, it sets parameters around our use of AI systems. The policy applies to all ISS employees as well as suppliers and business partners that have access to data on behalf of or in collaboration with ISS. Implementation of the policy is the joint responsibility of our Group Data Privacy & Legal Compliance function and our Global IT, Digitalisation & Services function.We collect and process personal data in accordance with our Group Data Protection Policy. It adheres globally to the principles of the EU General Data Protection Regulation, and additional higher standards, if required by local law and sets requirements around data protection principles, transfer of personal data, data breach, training & awareness and control & assurance. The Group Data Protection Policy is owned by our Group Legal function and our Group Data Protection Manager.Where our Data Protection Policy establishes procedures for how we work with and manage personal data, our Group Information Security Policy aims at upholding the integrity of our IT ecosys-tem and among others prevent unauthorised access to personal data. It does so through an information security management system aligned with the ISO27001:2022 standard and is support-ed by documented procedures around organisational controls, people controls, physical controls and technological controls. Our Global Information Security function â a sub-function within our Global IT, Digitalisation & Services function â is responsible for the implementation of the Group Information Security Policy.Our human rights policy commitments do not particularly focus on data privacy related to our end-users. Please refer to S1-1 for a description of these commitments. Our Supplier Code of Conduct and our Supply Chain Policy are both approved by the Executive Group Management (EGM) and implemented operationally by our global Procurement function. Both policies are publicly available.Please refer to S2-2 and S2-3 in regard to incident reports from value chain workers. S4-2 Processes for engaging with consumers and end-usersabout impactsOur potential data privacy impact for end-users is a result of our customers having outsourced their facility services to ISS, which re-quires ISS to have access to the necessary personal data of end-us-ers to perform the services. Our customers therefore have an obli-gation to ensure that the partners and third parties to whom they provide access to personal data of their employees, are managing and processing that data in accordance with applicable regulation and standards. For that reason our primary engagement in regard to data privacy impacts for end-users is with our customers. We do engage with our end-users on a daily basis as part of our service performance as well as through regular end-user surveys conducted in collaboration with our customers, which allows for concerns or views to be voiced directly by end-users also in regard to potential data privacy issues. S4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise concernsOur Group Data Protection Policy described above establishes a firm process for handling incidents of data breaches, which is the key enabler for us to provide remediation for negative impacts to end-users. Just as for value chain workers our whistleblower channel is avail-able to end-users for raising concerns though we would consid-er it a more natural and straight forward approach for end-users to raise concerns via their employer (our customer). During 2024 we have not received data privacy concerns from end-users via our whistleblower channel. For details on our whistleblower channel and Speak Up Policy, see S1-3 and G1-1. Our Speak Up Policy is publicly available to end-users at www.issworld.com.S4-4Actions related to IRO andeffectiveness of those actionsOur key actions in regard to data privacy of our end-users is our governance setup around data processing and information secu-rity and our training activities. To support that our data processing practices comply with our policies we have appointed Data Protection Managers in each of our countries of operation that provide guidance on good data mapping and processing practices and serve as escalation point for managing breaches. Processes and procedures involving processing of personal data must be documented and any changes to the processes and procedures must be updated in OneTrust, the Group privacy management system applicable to all companies in the ISS Group. This is supported by mandatory data protection training assigned in our digital Learning Management System to functions and positions typically exposed to processing personal data.Our information security operations are managed by a dedicated central team within our Global IT, Digitalisation & Services func-tion. They operate our information security management system across our global activities. Information security training is a mandatory training activity for more than 40,000 ISS employees. We track training completion rates on an ongoing basis. Manda-tory training on data protection and information security has to be retaken annually.In 2020 ISS was the subject of a severe cyber attack that tested our resilience and defense mechanisms also in regard to data privacy. The cyber attack did not compromise any personal data of our end-users. S4-5Targets related to managing IROOur framework and approach to avoiding data breaches and resulting negative impact for end-users is considered sufficient to reasonably mitigate the risk exposure and we have therefore not defined specific targets or metrics in this regard. Metrics & targetsEnvironmentHow we create valueThe facility services sector is not a high-emitting sector and the emission profile from our direct and indirect activities is therefore relatively low with our food services having the highest intensity due to the impact from food consumption. Our insights into our customersâ facilities and operations at the same time enable us to support them.Our approach to carbon emissions is focused around these two aspects: Manage and reduce our own emissions while supporting our customers in their efforts to reduce emissions from buildings and facilities.Our own Net Zero targets remain unchanged. We aim to reach Net Zero for scope 1 and 2 by 2030 and scope 3 by 2040. The key initiatives that support our Net Zero commitments are:1) Electrify ~18,000 vehicles by 20302) Reduce emissions from food with 25% by 2030 and food waste with 50% by 2027We support our customersâ facility managers, delivering integrated services within cleaning, foods, energy asset management and technical support. We have deep insights into decarbonising the built environment, implementing energy-efficient solutions in daily operations and improving sustainable practices throughout the supply chain.Our focus areas are: Carbon reductions, minimising energy consumption, waste reductions, sustainable use of materials, and optimising environmental sustainability in our customersâ workplaces. In line with our key focus, we are advising on: energy optimisation based on monitoring and tracking of carbon emissions from workplacesspace utilisation, including the re-design of office spaces to reduce portfolio of carbon emitting buildings, and the reuse of furnitureintegrating carbon reduction into our service products and working with our supply chain to reduce emissions from our service delivery, amongst otherIn this sectionESRS E1 â Climate change 83Reporting principles for Environmental88EU taxonomy 90Reporting principles for EU taxonomy91EU taxonomy Annex II: Revenue92EU taxonomy Annex II: CapEx 93EU Taxonomy Annex II: OpEx 94For Basis of preparation related to the standard above, see p. 57.ESRS E1Climate changeStrategy & GovernanceE1-1Transition planWe are a service organisation performing facility services with la-bour and people power as the primary input. Certain consumables are integrated aspects of our service performance such as food for our food services, cleaning detergents for our cleaning services and paper towels and hygiene products for our washroom ser-vices. We rely on various categories of equipment to support our service performance such as uniforms, trolleys for cleaning prod-ucts, vacuum cleaners, scrubbers, kitchen equipment, instruments and technical devices for our technical services and ordinary office equipment (laptops, office furniture etc.). We are asset-light and our traditional CapEx related assets in all materiality are vehicles and leased facilities for our corporate support functions.These characteristics flow through in our carbon emission pro-file across scope 1, 2 and 3. Our scope 1 emissions (approx. 3%) relate to fossil fuels for our fleet of vehicles, scope 2 emissions (less than 1%) relate to energy consumption in our corporate offices and scope 3 emissions (approx. 96%) primarily relate to consumables, use of sold products and employee commuting.Understanding our carbon emission profile has significantly improved during 2024, but has also required focus and re-sources in excess of expectations going into 2024. Our climate transition plan is developed in pockets and still needs to come together in a coherent manner to fully define how each rele-vant lever shall contribute to our decarbonisation.Our new carbon management platform â Watershed â will leave us better positioned to track ongoing performance and provide stronger insights from more detailed activity data. It will update our emission measurement approach and move our methodology away from relying on extrapolations by collecting data from more than 120 business and operations systems across the Group. While our expectations were for our carbon management platform to be fully implemented in 2024, we are still working on the final process and documentation steps, which will be finalised in 2025. Emission calculations for 2024 will therefore apply unchanged methodology from previous years. From our preliminary back testing we do expect to see higher emission levels and movement within some of our main emission categories for the same underlying activities when we switch to our new carbon management platform because of our updated measurement and methodology approach.GHG targetsIn 2023, our near-term emission reduction targets for scope 1, 2, and 3 were validated by the Science-Based Target initiative. Beyond these validated targets, our decarbonisation ambition is anchored in our commitment to achieve Net Zero for scope 1 and 2 (market-based) by 2030 and for scope 3 by 2040. These ambitions align with the principles of the Paris Agreementâs goal of limiting global warming to 1.5 degrees Celsius.Decarbonisation levers and key actionsOur key decarbonisation levers are:1) Decarbonising our supply chain2) Driving efficiency in own operations3) Downstream behavioral change4) Renewable energy Our key actions in regard to decarbonising our supply chain is related to our supplier engagement with a particular focus on our food supply chain and our largest category suppliers. Our key actions in regard to driving efficiency in our own oper-ations is the continued efficiency improvements in our service products currently focused on the roll out of our PureSpace cleaning service and our new efficiency and sustainability train-ing for our placemakers currently being developed.Our key actions in regard to driving downstream behavioral change is our continuous information, awareness and nudging activities as part of our customer and end-user engagement. Our key action in regard to renewable energy is our ongoing fleet electrification, which will reduce our scope 1 emissions and allow for renewable energy to be used for vehicle charg-ing under scope 2. We have switched a portion of our energy consumption to renewable energy, but are yet to formalise a renewable energy strategy and related actions. In addition to the levers and actions identified we rely on external circumstances such as technology development and deployment, energy infrastructure build-out and local, regional and global policy development.Cost and CapExOur decarbonisation activities have so far not required signifi-cant dedicated funding of operating expenses. The majority of activities are executed with existing resources as an integrated part of ordinary business operations. We have not allocated increased operating expenses to decarbonisation activities and we are sensitive to increased cost in our supply chain and our own operations in our cost base.In terms of CapEx funding our transition initiatives have not identified significant CapEx investment needs. Our action in re-gard to fleet electrification is so far funded within our ordinary CapEx spend and we have not allocated excess CapEx funding capacity for this purpose.Locked-in GHG emissionsWe do not consider any significant carbon emissions to be locked-in or for any significant portion of assets to be consid-ered as stranded. This is a result of our generally asset-light business operations and the structure and relatively short term of the contractual relationships behind our right-of-use assets, primarily vehicles and corporate facilities.EU Taxonomy alignment and EU Paris-aligned benchmarksOur activities and business profile are not within the target area of the EU taxonomy regulation and we do not plan to further align our activities with the EU taxonomy regulation. We are not excluded from the EU Paris-aligned Benchmarks.Key elements of transition planEnvironmental sustainability including our net-zero commit-ments and decarbonisation journey has been embedded within our strategic priorities for years and remains an important component of our strategic direction. Key elements of our transition plan have evolved since 2020 when we made our initial science-based target commitment. As described above we are working to bring all elements together in one coherent transition plan, to be approved by Executive Group Manage-ment (EGM) and the Board of Directors (the Board) which is a key action for 2025.Implementation of transition plan elementsImplementation of our defined transition plan elements is well underway and we are executing on the actions identified as global priorities supported by actions and initiatives identified locally. While we are optimistic that certain emission reductions will be achieved organically, we need to be realistic in regard to our overall target completion. Reaching our Net Zero targets requires - in addition to technology development â clear and aligned principles for addressing cost impacts.Our scope 1, 2 and 3 ambitions are therefore to a significant extent dependent on regulatory intervention and technological progress and we welcome stronger local, regional and global reg-ulation that will level the playing field for sustainable and renewa-ble solutions with non-sustainable and non-renewable solutions. Impact, risk & opportunities managementE1-2Mitigation policiesOur Sustainability Policy sets our overall direction and approach on sustainability, including on climate change. It is approved by our Board of Directors and owned by our Executive Group Man-agement (EGM) with our Operations function â headed by our Group COO â having responsibility for executing our climate change strategy.Our Sustainability Policy addresses climate change mitigation through decarbonization and our Net Zero journey. It applies across all of our operations and is supported by our Supply Chain Policy and our Supplier Code of Conduct aimed towards our supply chain covering among other our expectations around climate change focus.We have globally signed up to the Science-Based targets initia-tive and the Coolfood Pledge. In addition, our local country or-ganisations have signed up to initiatives and standards focused on or relevant for their particular markets.Climate change has global attention and is a material topic across our stakeholder groups. As evidenced by our 2022 Stakeholder Impact assessment our stakeholders also consider climate change as a material topic for ISS, which was reaffirmed in our 2024 Customer Engagement Survey. Our relative impact on climate change from our carbon emissions is less significant. But we are influenced by the views of our stakeholders, which is why our policy and ambition on climate change combines an advocacy position with climate action. Our policies mentioned above are available at our corporate website (www.issworld.com). For internal stakeholders the policies are also available in our internal management system âPolicy Hubâ.E1-3Actions and resourcesScope 1 levers and actionsThe vast majority of our scope 1 emissions relate to our vehicle fleet. With around 18,000 vehicles across the globe they are by far the largest carbon emission emitter within our scope 1. We plan to reduce scope 1 emissions using three levers:1) Switching to low-emission or zero-emission vehicles (Decar-bonising our supply chain)2) Instilling low-emission driving through training in driving behavior and planning/logistics (Driving efficiency in own operations)3) Switching to renewable energy (Renewable energy)Our key action in regard to Scope 1 emissions is to switch from fossil fuel vehicles to low-emission or zero emission vehicles for our 18,000 vehicle fleet across our operations by 2030. Only to the extent combined with sourcing of renewable fuel and electricity will this action lead to lower emissions. By 2024 our vehicle fleet includes approximately 20% low-emission and zero emission vehicles â an increase of 7%-points against 2023.We have not allocated separate financial resources to this action, which is funded as part of our ordinary CapEx spend. When âTotal-cost-of-ownershipâ metrics are on par with or favorable to traditional vehicles, we source low-emission or zero emission vehicles. For now, this depends heavily on govern-ment subsidies in local markets and technological development in the car and battery manufacturing industries.Scope 2 levers and actionsThe vast majority of our scope 2 emissions relate to our cor-porate buildings where management and the majority of our support staff work from though our transition from convention-al to electric vehicles will lead to a shift in our emission sources. We plan to reduce scope 2 emissions using two levers:1) Engaging with landlords (Decarbonising our supply chain)2) Switching to renewable energy (Renewable energy)We do not expect that activity levels or user behavior will materially change within our corporate buildings, which means that consumption reduction primarily will come from upgrading or improving the building environment in regard to energy efficiency by adapting existing corporate buildings or moving to more energy efficient buildings. We generally lease all of our corporate buildings and the energy efficiency of our corporate buildings therefore relies heavily on engaging and agreeing with landlords on upgrades and improvements of building envi-ronments and equipment. We do have expertise within energy efficiency and building management that allow us to engage deeply with landlords. The energy consumption behind our scope 2 emissions is 18% from renewable sources in 2024. As we transition our fleet from conventional to electric vehicles our scope 2 energy consump-tion will increase, which will increase the need for procuring renewable energy within scope 2. We are sensitive to the cost impact from renewable energy and we are therefore more gen-erally looking to switch to renewable energy as the price point between renewable and non-renewable solutions significantly narrow, which may be affected by market timing and market demand. Because of the relatively low impact from our scope 2 emis-sions we have not at this stage prioritised specific actions. We plan to develop actions in regard to sourcing of renewable energy in the medium term.Scope 3 levers and actionsOur scope 3 emissions can roughly be split into five buckets:1) Emissions from food (Category 1)2) Emissions from purchased goods and services other than food (Category 1)3) Emissions associated with our service performance (Cate-gory 11)4) Emissions from employee commuting to and from work (Category 7)5) Other emissionsThey primarily relate to our upstream value chain as illustrated below:1) Upstream value chain73%a. Goods and services (category 1)b. Employee commuting (category 7)c. Other2) Downstream value chain 27%a. Use of sold products (category 11)b. End-of-life treatment of sold products (category 12)c. OtherOur scope 3 emissions â except for employee commuting â can be targeted in three ways:1) Reduce the emission profile of consumables, equipment and assets used as part of our service performance (Decar-bonising our supply chain)2) Improve efficiency of how we use and apply consumables, equipment and assets as part of our service performance (Driving efficiency in own operations)3) Change end-user impact by reducing or changing end-user consumption (Downstream behavioral change)These can be targeted in isolation or in partnerships across the value chain with the aim to avoid, reduceor influenceemissions. Actions in regard to emissions from foodOur food suppliers are encouraged to drive carbon reductions through optimising sourcing and logistics processes and intro-ducing low-emission products. Our food and catering experts continuously develop low-emis-sion practices and recipes that for example exchange meat for non-meat products within the boundaries set by our custom-ers. A simple example of our low emission practices is switching to plated servings from buffet style servings.We continuously engage with existing and prospective cus-tomers to introduce more plant based and low-emission diets and menus. While some customers fully embrace low-emission menus, we still experience hesitation influenced by end-user preferences and demands. The actions are not timebound, but linked to our target of reducing emissions from food by 25% by 2030. Actions are executed as part of our ordinary functional operations and we have not allocated dedicated financial resources. Our progress is tracked by our food service professionals and will benefit from our new carbon management tool - Water-shed - once fully operational in 2025. Annual reporting is filed with the Cool Food Pledge organisation as part of our Cool Food Pledge commitment.Actions in regard to food wasteOur global food waste reduction initiative is another important component. The primary positive emission impact of reducing food waste is that it reduces food consumption either because of more efficient food use in the preparation phase or because of more appropriate end-user consumption. It will also result in positive impact on downstream emissions relating to the han-dling and managing of the food waste itself, but these are small in relative and absolute comparison. Besides strong practices around food waste reductions we have partnered globally with Winnow to provide leading technology to capture better data insights on food waste. We have set a target to reduce food waste by 50% in 2027. The emission reduction impact hereof will largely be part of our reduction of emissions from food described above.Actions in regard to emissions from cleaningCleaning is our largest service type both in terms of revenue and people. We work with emission reductions as an integrat-ed part of developing more efficient cleaning methods and our PureSpace cleaning method is now introduced globally in dedicated versions within our Office product segment and our Healthcare product segment. It drives emission reductions through a more efficient utilisation of cleaning consumables (upstream emissions) and higher productivity reducing e.g. electricity consumption used for vacuuming (downstream emissions) and therefore impacts emissions within Category 1 (Purchased goods & services) and Category 11 (Use of sold products).We do not have fixed targets for the emission reductions from rolling out of PureSpace, but our use cases demonstrate emission reduction benefits as well as for example lower water consumption. Actions in regard to employee commutingWe do not have a defined lever for reducing emissions from employee commuting. Our current focus centers around better understanding the actual employee commuting emissions by moving from modelling emissions based on geographical commute patterns to having primary commute input from our workforce enabled by our global roll out of MyISS. Reduction of actual employee commute emissions is heavily dependent on availability of low-cost and low-emission or zero-emission commute alternatives in public transport and infrastructure. We will continue advocating the need for significant investment in these areas as part of a just transition, but we do not foresee taking particular action over and above traditional nudging and information campaigns and we will not allocate significant financial resources to reduction initiatives. Local actionsIn addition to our global initiatives we have numerous local initiatives addressing emission reductions in a local context that are targeted at local emission sources or developed in partner-ship with customers, suppliers or other stakeholders locally.No significant OpEx and CapEx Climate change mitigation and decarbonisation activities are integrated into our functional operations and our operating expenses in this regard are therefore not possible to separate from other business activities. We have certain dedicated de-carbonisation cost primarily relating to people resources and IT systems. These operating expenses are not significant. As explained above our CapEx needs for climate mitigation actions are not currently significant.Metrics & targetsE1-4Targets and adaptationThe Science-Based Target initiative validated our near-term emission reduction target in 2023, which implies reductions across scope 1 and 2 by 46.5%, and reductions in scope 3 by 27.6% by 2030.For 2025, our goal is to achieve a 4.7% reduction from our baseline in each of Scope 1, Scope 2, and Scope 3 emissions. Throughout 2025, we will also establish specific reduction tar-gets for individual Scope 3 categories. This effort is part of our broader strategy to meet our near-term target for 2030 and our net-zero ambitions in the long run.In 2022, we committed to becoming net-zero by 2030 across scope 1 and 2 (market-based) and by 2040 across scope 3 categories. These net-zero targets are set in-house and are in addition to our validated near-term targets. Our net-zero targets are measured against a 2019 baseline, which we believe is unaffected by extraordinary events or circumstances, unlike the Covid-19 effects that impacted 2020.Our net-zero targets assume an absolute reduction of at least 90% of our carbon emissions against the 2019 baseline. This includes an absolute reduction of 90% for each of scope 1 and 2 by 2030, and for scope 3 by 2040. These targets do not adjust for future developments.For scope 1 emission reductions we have set a target of transi-tioning our fleet of vehicles to zero-emission vehicles by 2030. The target was set in 2020.For scope 3 emissions we have set targets for reducing emis-sions from food by 25% in 2030 and reducing food waste by 50% by 2027 both against a 2019 baseline. In 2024 we reached the midway point in our food emission target having reduced food emissions by 13% against our 2019 baseline, while our food waste reductions reached 49% against our 2019 baseline almost meeting our 2027 target.During 2025, we will use our improved insights into our carbon emission profile to map our decarbonisation journey by de-carbonisation lever across scope 1, 2 and 3 against our stated emission reduction targets as part of completing our transition plan as described in E1-1. We expect to have a residual emis-sion of up to 10% of our 2019 baseline value, which is expected to be offset.E1-5Energy consumption and mixConsumption and mix(MwH)2024%Fossil energy 261,99397%Nuclear sources3,2541%Renewable energyFuel, incl. biomass--Purchased electriticy, heat steam and cooling 4,0102%Self-generated non-fuel energy630%Total renewable energy4,0732%Total 269,310100%Energy intensity(MWh, DKKm)2024Total energy consumption (MWh)269,310Total net revenue83,761Energy intensity (MWh/mDKK)3.22E1-6Scopes 1, 2, 3 and GHG emissionsOur 2024 performance on scope 1 emissions are impacted by lower use of fossil fuels as a result of reductions of our total ve-hicle fleet combined with switching to more low and zero-emis-sion vehicles in line with our fleet electrification target.Our 2024 performance on scope 2 emissions are impacted by lower consumption of purchased energy in our corporate facilities, primarily lower electricity consumption. Market-based scope 2 performance is negatively impacted by a lower share of renewable energy purchased.Our overall 2024 performance on scope 3 is impacted by activity levels and updated emission factors. On the positive side we start to see the impact of initiatives to reduce food emissions even with higher food volumes and despite the over-all Category 1 increasing due to other factors. The reduction from employee commuting (Category 7) is primarily a result of slightly fewer employees and updated emission factors, while the increase in Category 11 is driven primarily by kitchens pro-cessing higher food volumes.GHG intensity(tCO2e, DKKm)2024Total location based GHG (t COâe) 1,676,040 Total market based GHG (t COâe) 1,680,576 Total net revenue 83,761 GHG intensity location based (t COâe/mDKK) 20.01GHG intensity market based (t COâe/mDKK) 20.06E1-7GHG removals and mitigation projects financed via carbon creditsAt this stage we have not considered or decided how to engage in carbon removal or carbon offsetting for the residual portion to meet our net-zero commitments.E1-8Internal carbon pricingWe do not currently apply any internal carbon pricing schemes.GHG emissionsRetrospectiveAnnual target/Base year(tCO2e, unless otherwise stated)2019 (Base year) 20232024% 2024 vs 202320252030Near-term 2040Net ZeroAnnual % target / Base yearScope 1 Gross88,72266,15356,592(14)%52,42247,4668,8724.2%hereof regulated trading schemes, %---Scope 2Gross, location based12,5496,2055,594(10)%---Gross, market based10,55610,301 3)10,131(2)%9,6345,6471,0554.2%Scope 3 (significant)Gross, indirect1,631,8111,617,8821,613,8540%1,537,1581,181,431163,1812.5%Cat. 1 Purchased goods and services711,751710,897802,17013%Cat. 2 Capital goods12,1429,90112,60627%Cat. 3 Fuel and energy-related activities21,95420,96817,820(15)%Cat. 5 Waste generated in operations1,43475645763%Cat. 6 Business traveling10,4539,82211,84621%Cat. 7 Employee commuting543,421480,207340,374(29)%Cat. 11 Use of sold products259,937329,984371,13812%Cat. 12 End-of-life treatment of sold products71,97856,02857,255(2)%TotalLocation based1,733,0821,690,2401,676,040(1)%---Market based1,731,0891,694,3361,680,576(1)%1,599,2151,234,544173,1091)Not covered by the Independent Auditorâs limited assurance report. 2023 numbers for scope 2 (location- and market-based) and scope 3 (categories 3 and 11) have been updated with new energy emission factors used for our 2024 calculations to reflect a fair comparison.2)We have set net-zero targets in-house in addition to our validated near-term targets.3)Due to a reclassification of our renewable energy consumption in 2023, we have restated our scope 2 (market-based) emissions for 2023, which drives an emission increase due to the generally higher residual grid mix emission factor applied in the affected markets. Our total energy consumption for 2023 is unaffected by the reclassification.4)Targets are aligned to our near-term SBTi validated targets. For 2025 we internally target 4.7% emission reduction for scope 1, 2 and 3.Reporting principles for EnvironmentalE1-5 metricsFossil fuel consumptionFossil fuels cover diesel, petrol, gas, biodiesel and bioeth-anol and primarily relate to consumption for our vehicles and to a small extent in our buildings. Fuel consumption data is primarily collected as actual volume consumption from external fleet management partners. For vehicles not managed through external partners consumption data is calculated from actual volume consumption on petrol cards or extrapolated from spend or mileage data. Gas consump-tion is actual consumption from meter readings or utility invoices, lessor supplied data or extrapolated from statistical sources based on m2occupancy.ElectricityElectricity consumption primarily relates to our corporate facilities, but also covers electricity used for our vehicle fleet. Consumption data is metered readings, supplier data or extrapolated from statistical sources and primarily based on m2occupancy. For electricity relating to electric vehicles consump-tion is based on actual charging consumption or estimates based on e.g. mileage.Heating, steam and coolingHeating, steam and cooling consumption relates to our corporate facilities. Consumption data is metered readings, supplier data or extrapolated from statistical sources and primarily based on m2occupancy.Energy consumption at customer sites is accounted for by customers. We include it within our scope 3 emissions in line with the GHG protocol.Energy consumption and mixa) Energy from fossil sourcesEnergy from fossil sources (diesel, petrol, gas, biodiesel and bioethanol) is converted from volumes to energy by applying volume-to-weight conversion factors in accordance with Annex 29 to the Stockholm Convention on persistent organic pollutants. Gas volumes are converted to energy at a conversion ratio of 0.01055 MWh per m3of gas. Further, energy from fossil sources cover electricity, heating, cool-ing and steam that is not from renewable or nuclear sources. b) Energy from nuclear sourcesEnergy from nuclear sources is calculated by applying statis-tics from the International Energy Agency (IEA) of the coun-try-by-country energy mix for Total Energy Supply to each ISS operating countryâs non-renewable energy consumption from electricity, heating, steam and cooling.c) Energy from renewable sourcesRenewable electricity, heat, steam and cooling covers energy consumption where we have an âexclusiveâ right to the renewable claim e.g. under Guarantees of Origin or similar instruments. It also covers any part of self-generated renewable energy that is not self-consumed, but sold into the public grid. When calculating renewable energy we have in previous years also included renewable energy based on supplier energy mix information. We have changed this practice from 2024 and only include renewable energy based on supplier energy mix when calculating Scope 2 (market-based) emissions in accordance with the GHG Protocol data hierarchy.Self-generated non-fuel energy is the self-consumed portion of energy from solar panels, windmills or similar renewable ener-gy sources. It is an insignificant element of our energy mix.We report no renewable energy from fuel, including biomass.Energy intensityWe do not have operations in high climate impact sectors, but we do perform services for customers with operations in high climate impact sectors. Our energy consumption is not particularly affected by the customer segment we service, since our energy consumption relates to our own corporate real estate footprint and operation of our fleet of vehicles. Our energy intensity is therefore identical across our customer segments regardless if in high climate impact sectors or not.Energy intensity is calculated as total energy consumption (MWh) relative to total net revenue (mDKK) in our consolidat-ed financial statements. E1-6 metricsScope 1 emissionsScope 1 emissions comprise direct CO2emissions from sources owned or controlled by the ISS Group calculated in accordance with the Greenhouse Gas Protocol. Consumption data is multiplied with emission factors from USEPA Hub April 2023 and Defra 2024 for each fuel type. Fuel relating to our chauffeur service in India is accounted for in Scope 3 (category 3) and excluded from scope 1. Please refer to fossil fuel consumption above for a description of our compilation of consumption data.Scope 2 emissionsScope 2 emissions comprise indirect tCO2e emissions from elec-tricity, heating, steam and cooling consumed in buildings leased or owned by the ISS Group as well as electricity consumed for electric vehicles. Emissions are calculated in accordance with the Greenhouse Gas Protocol. Location-based electricity emis-sions are calculated using emission factors from IEA Electricity 2022, UK Defra 2023, AU National GHA 2024 and eGrid 2023. Market-based electricity emissions are calculated using emis-sion factors from AIB Residual Mix 2023, IEA Electricity 2022, AU National GHA 2024 and eGrid 2023. Heating, cooling and steam emissions are calculated using emission factors from EU28 District Heat, DK district heat and ecoinvent 3.10. Scope 3 emissionsScope 3 emissions comprise the 8 most material categories out of the 15 scope 3 categories specified by the Green-house Gas Protocol. The remaining categories are not applicable and therefore not reported on. Spend data used relate to the financial year 2024 and is adjusted for inflation from the base year of the applicable emission factor.Purchased goods and services (category 1)include emis-sions relating to external supplier spend. Spend relating to capital goods and business travel is separately calculated in categories 2 and 6. Purchased goods and services emis-sions mainly relate to food purchased for our food services. Emissions from subcontracted services spend and cleaning services related spend activities together with food spend ac-count for approx. 93% of our category 1 emissions. Emissions are calculated from a mix of weight or quantity, direct spend and supplier data with extrapolations applied as necessary. Where emissions are not derived from primary source input, emission factors applied are mainly derived from Agribalyse v3.2 2024 (relating to food), USEEIO v1.2 (relating to subcon-tracting) and Sphera Solutions GmbH (relating to cleaning). Capital goods (category 2)include emissions from cleaning and kitchen machines used in connection with our service provisions. Emissions are calculated from direct spend relating to cleaning and kitchen machines multiplied with emission factors derived from USEEIO v1.2.Fuel and energy related activities (category 3)include up-stream emissions of purchased fuels and electricity, steam, heating and cooling as well as transmission and distribution losses. Consumption data is identical to what is used for our scope 1 and 2 calculations. Category 3 also includes emissions from fuel and energy consumption relating to our chauffeur services in India. Emission factors are applied from WTT IPCC Natural Gas WTT, Defra 2023, Defra 2024 and IEA 2024.Waste disposal (category 5)includes waste disposal and water withdrawal relating to our leased or owned buildings. Waste disposal is calculated on the basis of the number of staff based at our corporate offices per country and the average weight of waste generated per person per year derived from 7 use cases with waste split into four waste streams used for emission calculations with one being zero-emission recyclable waste and three waste streams having landfill emission factors applied derived from Defra 2024. Water related emissions are based on actual con-sumption data of water withdrawal or estimated based on occupancy rate or m2to which Defra 2024 emission factors are applied. Business travel (category 6)includes emissions related to air and train travel as well as hotel accommodation and is based on travel distance, transportation type and accommo-dation length data supplied by our travel agency. Emission factors for travel are applied in categories for each air and train travel depending on travel distance whereas a standard emission factor per accommodation night is applied to hotel accommodation. Emission factors are derived from Sphera Solutions GmbH and DEFRA 2024. For India and China extrapolation calculations were applied using the character-istics of Indonesia as the extrapolation base.Employee commuting (category 7)includes travel to and from the work place for ISS employees. Due to our sig-nificant number of employees, our employee commuting emissions are sizeable. Calculations are based on actual number of employees per country split into placemakers and support staff and with different assumptions applying to full-time and part-time employees. Placemakers are gener-ally assumed to commute 5 days per week for 52 weeks per year. No adjustments are made for holiday, sickness or other absence on the assumption that a temporary worker will perform the commute instead. Consequently, no emissions are separately calculated for non-employees. Support staff are assumed to commute 4 days per week to account for hybrid working patterns and work for 48 weeks per year to account for holiday and other absence. Travel distances and commute patterns are calculated on a regional basis and emission factors are derived from Defra 2024. Increased electricity and heating consumption is accounted for in regard to homeworking for days where no commuting is as-sumed for support staff. Consumption and emission factors derived from Defra 2024 are applied on a regional basis. Use of sold products (category 11)includes emissions from our use of cleaning equipment, kitchen equipment and technical equipment as part of our service at customer sites. Emission calculations are based on use cases for electric-ity consumption in regard to use of cleaning, kitchen and technical equipment and extrapolated based on equipment spend, equipment type and count or number of users. Emission factors applied are derived from eGrid 2021, UK Defra 2023, IEA Electricity 2022 and AU National GHA 2024 in regard to electricity consumption and IEA WTT 2024 and IEA T&D 2024 in regard to well-to-tank and transmission/distribution loss.End-of-life-treatment of sold products (category 12)includes emissions from cleaning chemicals, washroom prod-ucts (toilet paper, hand towels etc.), cleaning tools, machine spare parts and food waste used or generated as part of our service performance. Key supplier data is used to calculate consumption amounts from spend data and extrapolated to the remainder of spend in this category. Food waste is calculated using a fixed statistical food waste assumption on the weight of food purchase. The EU-28 emission factor for commercial waste in municipal waste incineration plant is applied to consumption data across the category except for food waste that uses Defra 2024.GHG intensityGHG intensity is calculated as total GHG emissions (tCO2e) relative to total net revenue (mDKK) in our consolidated financial statements. VehiclesNumber of vehicles are all company vehicles that are owned or leased by the company and provided to an employee in order to carry out the requirements of their work i.e. to meet a particular business need, including pool vehicles and company cars. Vehicle data including the type of vehicle is recorded in internal or external fleet management systems and asset registers, including IFRS16 management modules.Reporting principles for Environmental (continued)GovernanceHow we create valueIn ISS, we are committed to carrying out our activities according to principles of good corporate governance and ensuring that human rights, social, environmental and ethical commitments of ISS are reflected in all our dealings with our placemakers, customers, suppliers, public institutions and other stakeholders. We conduct our business in a lawful manner, and we are committed to combatting corruption and bribery and upholding the highest ethical standards in all areas of our business. We promote and ensure that concerns can be raised, and grievances can be made without any risk of retaliation through our Speak Up Policy and system, which is available to all placemakers and stakeholders.We have a defined set of values providing the foundational backbone for our business conduct:EntrepreneurshipHonestyQualityResponsibilityUnityA strong value base is essential for us in ensuring that we interact with stakeholders in a fair and respectful manner just as we expect to be treated fairly and with respect by our stakeholders.In this sectionESRS G1 â Business conduct96Reporting principles for Governance98For Basis of preparation related to the standard above, see p. 57.ESRS G1Business conductImpact, risk & opportunities managementG1-1 Policies and corporate culture andassessment of IROOur purposeâConnecting people and places to make the world work betterâ is not just a pay-off. It also captures the essence of what we want to achieve as a business and how we want to achieve it. âMake the world work betterâ refers to the direct service value that our customers experience and that supports their specific needs, but it also refers to a general positive impact on the world and the people we interact with as a business. We are guided by our values that have been our foundation for decades yet still influenced by the world around us. Listening lead us to the recent addition of our fifth value âUnityâ that reflect trust, empowerment and belonging as part of our core fundamentals.Our values come to life in our Code of Conduct that sets the overall parameters around how we want to do business and how we require our employees to conduct themselves as ISS representatives. This includes our commitments to and around good and fair business practices in accordance with interna-tional standards of United Nations Global Compact, United Nations Declaration of Human Rights, the Core Conventions of the International Labour Organisation and the United Nations Guiding Principles on Business and Human Rights.It is anchored with the Board of Directors (the Board) and the Executive Group Management (EGM) and reviewed annually.We engage with 40,000+ customers and ~49,000 suppliers on multiple organisational levels, which exposes us to risk in regard to business ethics. We are not generally a heavily regulated in-dustry with deep interactions or dependencies on regulators or public authorities and our business ethics risk exposure towards public authorities is therefore primarily a result of participation in public tenders or public sector customer contracts.We ensure that our core principles âflow upâ to our supply chain through our Supplier Code of Conduct that hold all suppliers in our supply chain to a set of minimum standards as a prerequi-site for doing business with us, please refer to G1-2. We ensure that our core principles âflow downâ to our customers and other business partners through awareness activities typically by including our Code of Conduct as part of contractual negotia-tions. Training in the Code of Conduct is mandatory for our own employees and includes also specific awareness training on our Speak Up channel, please refer to S1. Our commitment to ethical business practices around anti-cor-ruption and anti-bribery is clearly stated in our Anti-Corruption and Anti-Bribery Policy statement endorsed by our Group CEO and available at our corporate website. It is supported by our Anti-Corruption Policy which provides principles and guidance for all employees on areas such as bribery, facilitation payments, gifts & entertainment and political contributions. Further, our belief in fair competition as a business fundamental is detailed in our Competition Law Policy applicable to all employees.Ensuring that incidents are appropriately dealt with requires that information is escalated to the right management levels. Our Escalation Policy prescribes matters of particular impor-tance that are to be escalated through defined management lines, which includes business integrity issues. The Escalation Policy in combination with our ordinary management practices, our Speak Up Policy and our internal audit programme provide our due diligence foundation in regard to business conduct. Our whistleblowing channel â Speak UpWith global activities and millions of interactions daily there will be instances where our practices or actions are wrong or inconsiderate. We are committed to continuously improving our practices, which starts by establishing proper channels for listening. In a daily operational setting our management practices offer a variety of opportunities and channels to raise concerns as an employee, a supplier, a customer, an investor or other stakeholder. But we need to ensure that a separate channel is available for raising the most severe and harmful issues either because other channels are not appropriate or accessible or because our ordinary management practices fail to deliver proper resolution.For years we have made available a Speak Up channel through which concerns can be raised anonymously, confidentially and without fear of retaliation by employees, business partners and other stakeholders. It is governed by our Speak Up Policy, which is publicly available on the global and all local ISS websites alongside our Code of Conduct and is translated into 26 local languages across our countries of operation. The policy identifies the reporting scope as suspected misconduct, possible breach of regulations or internal policies or concerns that could have an adverse impact on the reputation, operations and performance of the business of ISS and which, due to the nature of the con-cern, cannot be reported through the normal reporting lines. Our Speak Up channel is operated by an external third-party provider and can be accessed via email, website and by phone. Instances reported are governed and managed in accordance with our Speak Up Policy and a detailed Speak Up protocol. Initial screening for conflicts of interest is done by and external law firm and subsequently reviewed by our Speak Up team within the Group Internal Audit function. Most reports received concern disagreements on traditional HR related issues such as salary levels and are referred back to local management functions for resolution. Reports received within the scope of the Speak Up Policy are reviewed and assessed by the Business Integrity Committee, a committee under the EGM, that consists of the Group CFO, the Group Chief People & Technology Officer, the Group General Counsel and the Head of Group Internal Audit. The Chairman of the Business Integrity Committee reports to the Audit & Risk Committee as a fixed agenda item on all meetings.Our Speak Up Policy and system for reporting concerns com-plies with the Danish Whistleblower Act, which implements the EU whistleblower directive in Denmark. In 2024 we continued to monitor the implementation of the directive in ISSâs EU based countries and provided guidance on good practices around setting up local reporting channels, considering local legal requirements around whistleblowing.All ISS Group Policies and Standards have a dedicated section with information on the Speak Up reporting system and chan-nels for raising concerns.We also operate an extensive internal audit program through our Group Internal Audit function. Our internal audit program has a general perspective and a topical perspective. The gen-eral perspective aims to audit all countries within a three year period on a set of baseline fundamental controls that include areas such as cascading of the Code of Conduct in accordance with policy requirements, mandatory training completion and adherence to core controls designed to mitigate business ethics risk such as our Corporate Governance Policy and our authority matrix. The topical perspective zooms in on areas of documented or perceived risk. If issues that fall under the scope of the Speak Up Policy are identified in another manner or through another channel than our Speak Up channel, it will be recorded and added to the Speak Up system to ensure that we capture a consolidated view of issues identified and resolve them appropriately.TrainingOur Code of Conduct is a mandatory part of the employment agreement that we make with employees. All employees are required to take mandatory training in the ISS Code of Conduct, which includes business ethics themes such as corruption and bribery. Training is available in digital and physical (classroom) format and can therefore reach also employees with limited ac-cess to digital equipment or with limited digital or literacy skills. Code of Conduct training assigned to employees digitally via our Learning Management platform has to be completed within 2 months from the employment commencement date and will need to be refreshed every two years. This will cover functions within procurement, finance, commercial, key account manage-ment and executive management at Group and country level, which are the functions considered most at risk in respect of corruption and bribery. Line management escalation is triggered in case of non-compliance with training requirements. We track and monitor training progress and our statistics show overall strong coverage across our workforce. G1-2Relationships with suppliersOur supply chain consists of approximately 49,000 suppliers. We manage our supply chain with a focus on ensuring resil-ience and continued availability of cost-efficient supplies at our customer sites in a compliant, sustainable and ethical manner. We do so by forming strategic partnerships with key suppliers to drive economies of scale and innovative power for larger procurement categories and by streamlining procurement practices for our remaining procurement spend. We have an organically diverse supply chain that contains large, medium and small suppliers. Certain fundamental principles aimed at preventing negative impacts are non-negotiable and shall be adhered to by all suppliers, but for larger suppliers we require practices and ambitions that go beyond. We manage our supply chain through our global Procurement function organised around procurement categories, opera-tional geographies and supply chain-based risk assessments. All suppliers in ISSâs supply chain are risk assessed to identify and mitigate the ESG risks through a centralised vetting and onboarding process. We continously monitor suppliers against sanctions and watchlists to eliminate any such risks. Our supply chain risk and assurance program ensures that the critical supply chain is monitored for performance risks. A sample number of critical suppliers are audited, through an independent third-party agency, annually to close any gaps identified on the ESG compliance requirements of ISS. For fur-ther description of our supply chain engagement and practices please refer to S2-4.In the ISS Supplier Code of Conduct we specify our fundamen-tal principles as well as the minimum requirements that all sup-pliers must meet in order to do business with ISS. This includes areas within ethical and responsible business conduct, social sustainability & human rights and environmental sustainability & climate action. Our own procurement practices are described in our Supply Chain Policy and further detailed in our Supply Chain & Procure-ment standard. Our standard payment term for small business suppliers is 30 days. For other suppliers our standard payment term is âend of month + 95 daysâ. Payment terms are subject to compliance with local statutory regulation on payment terms.Each country operates a Procure-to-Pay system where purchas-es are executed through purchase orders with service or goods receipt confirmed. Business is awarded to suppliers on the basis of four key award criteria. Best value & financial benefits, compliance, supportive of sustainability goals and driving strategic service outcomes. In competitive sourcing processes environmental sustainability must have a minimum of 20% weight in the award criteria.G1-3Prevention and detection of corruption and briberyOur procedures for managing allegations or incidents of corruption and bribery follow similar principles as described above under G1-1. Investigations are conducted by our Group Internal Audit function and may involve internal and external resources in doing so. Findings are reported to the Business Integrity Committee and in turn to the Audit & Risk Committee.Group Internal Audit is functionally separate from management with the Head of Group Internal Audit reporting directly to the Chair of the Audit & Risk Committee.All employees including functions-at-risk employees are trained in our Code of Conduct, which includes anti-corruption and anti-bribery themes. We generally consider employees within Procurement, Finance, Commercial, Key Account Management and Executive Management (Group and Country) to be at-risk functions in regard to corruption and bribery. 100% of these functions are covered by training programmes.On an ad-hoc basis in-depth training sessions on anti-corruption and anti-bribery are conducted by our Legal function. Training materials from these sessions are available to all ISS employees.Metrics & targetsG1-4 Incidents of corruption or briberyDuring 2024 no legal entity within the ISS Group was convicted or fined for violation of anti-corruption and anti-bribery laws. Nor was any of our employees as far as we are aware convicted or fined for violation of anti-corruption and anti-bribery laws in their capacity as ISS employees.We continuously monitor and refine our processes and practices around anti-corruption and anti-bribery and all our policies are subject to review annually or at regular specified intervals. During 2024 we have substantiated one alleged corruption and bribery incident that also resulted in employees being dismissed or disciplined and strengthening of control and policy frameworks.Corruption and bribery (C&B) incidents(Number)2024Confirmed incidents, number 1Convictions for violations of anti-corruption and anti-bribery laws0Fines, penalties and compensationFor violations of anti-corruption and anti-bribery laws0G1-6 Payment practicesOur standard payment terms are described above under G1-2. We are subject to statutory payment regulation in many of our operating geographies that often provide different payment terms than our standards.We capture details of payment terms and payments made in our global spend management tool Sievo and we are able to track payment history and profile on each of our 49,000 suppliers. Our calculations of payment terms cover our 2024 spend and more than 7.3 million invoices.The average time to pay an invoice in 2024 was 48 days. At the end of 2024 we did not have outstanding legal proceedings for late payments to suppliers. Payment practices(Number, %)2024Average time (days) to pay an invoice48Payments aligned with standard payment terms (% of spend)0-30 days45%31-60 days31%+60 days23%Other1%Outstanding legal proceedings for late payments0Reporting principles for GovernanceG1-3: Functions-at-risk of corruption and briberyThe functional areas of Procurement, Finance, Commer-cial, Key Account Management and Executive Manage-ment (Group and Country), including direct reports, are considered as being âat-riskâ functions across our operational countries. G1-4: Confirmed incidents of corruption or briberyCorruption and bribery cover incidents of abuse of entrusted power by ISS employees in that capacity for private gain, hereunder financial as well as non-finan-cial advantages, as provided in the ISS Anti-Corruption Policy. âConfirmedâ means incidents that are assessed internally, e.g. by the Business Integrity Committee to be events of corruption or bribery or established so by a final ruling from an external authority or final court deci-sion. It does not cover incidents under investigation.Incidents of corruption and bribery are recorded in our Speak-Up system.Employees being disciplined may include reprimands, formal warnings, training requirements, reassignment, and demotion. G1-4: Convictions for violations of anti-corruption and anti-bribery lawsIncludes final unappealable convictions in criminal proceedings against ISS or any ISS employee in their capacity as an ISS employee for violations of anti-cor-ruption and anti-bribery laws.G1-4: Fines for violations of anti-corrup-tion and anti-bribery lawsFinal and unappealable fines imposed by competent au-thorities for violations of anti-corruption and anti-brib-ery laws by ISS or any ISS employee in their capacity as an ISS employee.G1-6: Average time to pay an invoiceMeasures the number of days it takes to pay an invoice from the time that the applicable payment term com-mences. It is measured on an âinvoice by invoiceâ level and does not consider the value of each invoice.The average time to pay an invoice is measured and calculated in our global spend management system âSievoâ and is made on invoice and payment data con-solidated from local ERP systems across our countries of operation.G1-6: Payments aligned with standard payment termsBreaks down our supplier spend on applicable payment terms in brackets of 0-30 days, 31-60 days and 60+ days. Data is captured in our global spend management system âSievoâ. G1-6 Legal proceedings outstanding for late paymentsLegal proceedings currently outstanding instigated with a competent court by a supplier against an ISS entity for late payment. It does not include disputes relating to the quality, quantity or characteristics of the goods, services or similar supplied to ISS.List of datapoints that derive from other EU legislationSectionData pointSFDRreferencePillar 3referenceBenchmarkRegulationreferenceEU ClimateLawreferenceMaterial(Yes/No)Section PageESRS 2 GOV-121 (d)Boardâs gender diversityXXYesGeneral 57ESRS 2 GOV-121 (e) Percentage of board members who are independent XYesGeneral57ESRS 2 GOV-430Statement on due diligenceXYesGeneral56ESRS 2 SBM-140 (d) i Involvement in activities related to fossil fuel activitiesXXXNo--ESRS 2 SBM-140 (d) iiInvolvement in activities related to chemical production XXNo--ESRS 2 SBM-140 (d) iiiInvolvement in activities related to controversial weapons XXNo--ESRS 2 SBM-140 (d) ivInvolvement in activities related to cultivation and production of tobaccoXNo--ESRS E1-114Transition plan to reach climate neutrality by 2050XYesEnvironment83ESRS E1-116 (g)Undertakings excluded from Paris-aligned BenchmarksXXNo--ESRS E1-434GHG emission reduction targetsXXXYesEnvironment86ESRS E1-538Energy consumption from fossil sources disaggregated by sources (only high climateimpact sectors)XYesEnvironment86ESRS E1-537Energy consumption and mixXYesEnvironment86ESRS E1-543Energy intensity associated with activities in high climate impact sectorsXNo--ESRS E1-644Gross Scope 1, 2, 3 and Total GHG emissionsXXXYesEnvironment87ESRS E1-653-55Gross GHG emissions intensityXXXYesEnvironment87ESRS E1-756GHG removals and carbon creditsXNo--ESRS E1-966Exposure of the benchmark portfolio to climate-related physical risks paragraphXNo--ESRS E1-966 (a)66 (c)Disaggregation of monetary amounts by acute and chronic physical riskLocation of significant assets at material physical riskXNo--ESRS E1-967 (c)Breakdown of the carrying value of its real estate assets by energy-efficiencyXNo--ESRS E1-969Degree of exposure of the portfolio to climate-related opportunities paragraphXNo--ESRS E2-428Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soilXNo--ESRS E3-19Water and marine resourcesXNo--ESRS E3-113Dedicated policyXNo--ESRS E3-114Sustainable oceans and seasXNo--ESRS E3-428 (c)Total water recycled and reusedXNo--ESRS E3-429Total water consumption in m3per net revenue on own operationsXNo--ESRS 2-IRO 1 â E416 (a) i-XNo--ESRS 2-IRO 1 â E416 (b)-XNo--ESRS 2-IRO 1 â E416 (c)-XNo--ESRS E4-224 (b)Sustainable land / agriculture practices or policiesXNo--ESRS E4-224 (c)Sustainable oceans / seas practices or policiesXNo--ESRS E4-224 (d)Policies to address deforestation paragraphXNo--ESRS E5-537 (d)Non-recycled wasteXNo--SectionData pointSFDRreferencePillar 3referenceBenchmarkRegulationreferenceEU ClimateLawreferenceMaterial(Yes/No)Section PageESRS E5-539Hazardous waste and radioactive wasteXNo--ESRS 2-SBM3 â S114 (f)Risk of incidents of forced labourXYesSocial 67ESRS 2-SBM3 â S114 (g)Risk of incidents of child labourXYesSocial 67ESRS S1-120Human rights policy commitmentsXYesSocial 67ESRS S1-121Due diligence policies on issues addressed by the fundamental International Labour Organisation Conventions 1 to 8XYesSocial 67ESRS S1-122Processes and measures for preventing trafficking in human beingsXYesSocial 67ESRS S1-123Workplace accident prevention policy or management systemXYesSocial 67ESRS S1-332 (c)Grievance/complaints handling mechanismsXYesSocial 68ESRS S1-1488 (b) and (c)Number of fatalities and number and rate of work-related accidentsXXYesSocial 75ESRS S1-1488 (e)Number of days lost to injuries, accidents, fatalities or illnessXYesSocial 75ESRS S1-1697 (a)Unadjusted gender pay gapXXYesSocial 76ESRS S1-1697 (b)Excessive CEO pay ratioXYesSocial 76ESRS S1-17103 (a)Incidents of discriminationXYes Social 76ESRS S1-17104 (a)Non-respect of UNGPs on Business and Human Rights and OECD guidelinesXXYesSocial 79ESRS 2-SBM3 â S211 (b)Significant risk of child labour or forced labour in the value chainXYesGeneral 60ESRS S2-117Human rights policy commitmentsXYesSocial 67, 79ESRS S2-118Policies related to value chain workersXXYesSocial 79ESRS S2-119Non-respect of UNGPs on Business and Human Rights and OECD guidelinesXXYesSocial 79ESRS S2-119Due diligence policies on issues addressed by the fundamental International LabourOrganisation Conventions 1 to 8XYesSocial79ESRS S2-436Human rights issues and incidents connected to its upstream and downstream value chainXYesSocial 79ESRS S3-116Human rights policy commitmentsXNoESRS S3-117Non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelinesXXNoESRS S3-436Human rights issues and incidentsXNoESRS S4-116Policies related to consumers and end-usersXYesSocial81ESRS S4-117Non-respect of UNGPs on Business and Human Rights and OECD guidelinesXXNoESRS S4-435Human rights issues and incidentsXNoESRS G1-110 (b)United Nations Convention against CorruptionXNoESRS G1-110 (d)Protection of whistleblowersXNoESRS G1-424 (a)Fines for violation of anti- corruption and anti-bribery lawsXXYesGovernance 98ESRS G1-424 (b)Standards of anti-corruption and anti-briberyXNo</mrv:SustainabilityReport>
<mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="s8__7__11" xml:lang="en">EU taxonomyFramework The EU Taxonomy aims to provide a common framework to determine to what degree an economic activity can be classified as environmentally sustainable. The objective of the taxonomy is to increase transparency for investors, companies, and policymakers and thereby support channeling capital towards greener activities, preventing of greenwashing, and help companies become more sustainable. The taxonomy presents six environmental objectives concerning climate change mitigation and adaptation, protection of water resources, circular economy, pollution prevention and protection of biodiversity.To be classified as environmentally sustainable, all technical screening criteria (Minimum Social Safeguards, Do No Significant Harmâ and Substantial contribution) have to be met.We have screened our revenue generating and investment activities against the activity descriptions of the EU Taxonomy for eligible revenue, CapEx and OpEx and assessed alignment criteria applicable to eligible activities.The EU Taxonomy in its current form is directed towards activities in high emission industries such as manufacturing, transporta-tion, energy and construction. As a workplace experience and facility management company, the overall activities of ISS within cleaning, food, technical services, front- and back-end service support, workplace management and security do not fall within the targeted scope of the EU Taxonomy. In addition, we are an asset-light business with generally low investment needs.Activity screening in regard to revenue has considered (i) the NACE codes assigned as guidance to the activity descriptions in the EU Taxonomy and (ii) an individual assessment of each of our service activities split into 48 service types. Our activity screening in regard to CapEx and OpEx has considered our key asset types and cost components as recorded in our financial system. Based on this approach we have also avoided double-counting across economic activities.Our conclusion is that revenues relating to energy manage-ment service as well as CapEx and OpEx relating to vehicles and real property are taxonomy-eligible within climate change miti-gation and adaption. Alignment criteria in regard to âsubstantial contributionâ and âdo-no-significant-harmâ are challenging to document and we have not yet managed to establish and ob-tain appropriate confirmations from manufacturers and suppli-ers. Likewise, while we have no reason to believe that we do not comply and uphold minimum safeguards, we want to ensure that documentation is in place. As such, none of our taxono-my-eligible activities are assessed to be taxonomy-aligned.Technical servicesCertain sub-components of our technical services revenue could be considered taxonomy eligible as climate change mit-igating activities. These relate to activities under âConstruction and real estateâ that we may undertake as part of our services; more specifically activities within installation, maintenance and repair of energy efficiency equipment (7.3) and installa-tion, maintenance and repair of instruments and devices for measuring, regulating and controlling energy performance of buildings (7.5). The taxonomy relevant elements of our technical services are not distinct in nature, but performed as part as an overarching service for which we record revenue in accordance with IFRS 15. As we are not able to separate out the taxonomy-eligible elements, we do not consider any part of the service to be taxonomy-eligible.Energy management servicesOur energy management services are eligible activities (9.3) for climate change mitigation and mainly consist of managing and advising on energy flows and energy consumption in customer facilities. We mainly provide energy management services in the UK, but it is an identified growth area. Eligible revenue for 2024 amount to DKK 30 million.VehiclesVehicles are used broadly across our service portfolio as part of service performance and for management purposes are not distinct to any particular service. Taxonomy specified CapEx and OpEx related to vehicles are taxonomy-eligible (6.5). We almost exclusively lease our vehicles and CapEx is therefore primarily recorded as right-of-use assets in accordance with IFRS 16.Eligible CapEx and OpEx relating to vehicles amount to DKK 643 million and DKK 123 million respectively for 2024.Real propertyOur service performance takes place at our customer sites and our real property footprint is therefore largely used for our cor-porate facilities across our operating geographies. Taxonomy specified CapEx and OpEx related to real property are taxono-my-eligible (7.7).We almost exclusively lease our real property and CapEx is therefore primarily recorded as right-of-use assets in accord-ance with IFRS 16.Eligible CapEx and OpEx relating to real property amount to DKK 331 million and DKK 69 million respectively for 2024.Minimum safeguardsAs an overarching principle the EU Taxonomy requires business activities to be performed in accordance with principles of respon-sible business conduct within the areas of human rights, bribery/corruption, taxation and fair competiton. If these minimum safe-guards are not met, it is not possible to make claims that activities are aligned within the definition of the EU Taxonomy.We are strong supporters and advocates of human rights and we believe that we comply with the principles of the minimum safeguards through our foundational values, policy frameworks and ongoing due diligence activities. We recognise however that we have shortcomings in our ability to document our adherence. In the beginning of 2025 we will launch a human rights impact assessment supported by external experts that will help us to address our shortcomings in terms of documen-tation and pinpoint potential target areas for improvement. We have no reason to believe that our business practices do not uphold the minimum safeguards in regard to human rights and will confirm so when documented through our human rights assessment.In regard to corruption ISS has in place an anti-corruption poli-cy, internal controls and measures for preventing and detecting bribery that are considered adequate. None of ISSâ top man-agement members has been convicted in court of corruption. In regard to taxation ISS has in place a Tax Policy anchored with the Board of Directors and has put in place tax risk manage-ment controls and processes considered to be adequate. None of the legal entities within the ISS Group has been found guilty of tax evasion. In regard to fair competition ISS has in place a Competition Law Policy and addresses fair competition as fundamental ISS principle in its Code of Conduct: Employee awareness is pro-moted and training programs and sessions are conducted at regular intervals. Code of Conduct training is mandatory for all employees. None of ISSâ top management members has been convicted in court for breaching competition laws. See p. 91 for a description of our taxonomy-related reporting principles and taxonomy reporting templates.Reporting principles for EU taxonomyIn accordance with Commission Delegated Regulation (EU) 2021/2178 which specifies the content and presentation to be disclosed, ISS discloses the proportion of our turnover, CapEx and OpEx that relates to Taxonomy-eligible and Taxonomy-aligned economic activities.Taxonomy-eligibility states the share of ISSâ turnover, CapEx and OpEx, which are covered by the activity descriptions in the Taxonomy delegated acts. Taxonomy-alignment states whether these Taxonomy-eligible economic activities qualify as environmentally sustainable as described in the Taxonomy Regulationâs delegated acts. Eligibility and alignment performance is expressed with KPIs for each of turnover, CapEx and OpEx as explained below.We have no nuclear economic activities as defined in Sections 4.26, 4.27, 4.28, 4.29, 4.30 and 4.31 of Annexes I and II to Delegated Regulation (EU) 2021/2139. Disclosing that we have no nuclear economic activities also in tabular format according to Annex XII of Commission Delegated Regulation (EU) 2022/1214 serves no separate purpose and is therefore excluded.KPI for turnoverFor purposes of calculating the eligibility KPI the denominator for turnover is defined as total revenue in accordance with IFRS as presented in note 1.1 of the consolidated financial statement. The numerator for turnover is the revenue associated with taxonomy-eligible activities. KPI for CapExTotal CapEx consists of additions to fixed assets (including right-of use) and intangible assets as well as such additions from acquisitions. For taxonomy reporting purposes goodwill is not included in CapEx as it is not defined as an intangible asset under IAS 38, which is also the main reason for the difference between our total CapEx for taxonomy purposes and our total CapEx reported in accordance with IFRS see note 2.6 of our consolidated financial statement. The share of taxonomy-eligible CapEx is calculated as: Taxonomy-eligible CapEx KPI (additions) = eligible CapEx/total CapEx.KPI for OpExTotal OpEx consists of direct non-capitalised costs that relate to research and development, building renovation, short-term lease, maintenance and repair and any other direct expenditures relating to the day-to-day servicing of property, plant and equipment assets. It excludes amortisations and impairments.The main difference between our total OpEx for taxonomy purposes and our total OpEx reported in accordance with IFRS is salary and employee cost that are recognised under IFRS, but not considered for taxonomy purposes.The share of taxonomy-eligible OpEX is calculated as: Taxonomy-eligible OpEx KPI (repair and maintenance) = eligible OpEx/total OpEx.</mrv:DescriptionofTheTaxonomyRegulation>
<fsa:AverageNumberOfEmployees contextRef="ctx-1" decimals="0" id="s8__7__41" unitRef="pure">327767</fsa:AverageNumberOfEmployees>
<fsa:AverageNumberOfEmployees contextRef="ctx-53" decimals="0" id="s8__8__41" unitRef="pure">334962</fsa:AverageNumberOfEmployees>
<sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="s8__7__209" xml:lang="en">Copenhagen</sob:PlaceOfSignatureOfStatement>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="s8__7__210">2025-02-20</sob:DateOfApprovalOfAnnualReport>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="s8__7__211" xml:lang="en">The Board of Directors and the Executive Group Management Board have today considered and adopted the Annual Report of ISS A/S for the financial year 2024.The consolidated financial statements and Parent company financial statements have been prepared in accordance with IFRS Accounting Standards as adopted by the EU and addi-tional requirements of the Danish Financial Statements Act (class D). In addition, the consolidated financial statements and Parent company financial statements have been prepared in compliance with the IFRS Accounting Standards issued by the IASB. The Management review have been prepared in accord-ance with the Danish Financial Statements Act.In our opinion, the consolidated financial statements and the Parent company financial statements give a true and fair view of the financial position at 31 December 2024 of the Group and the Parent company and of the results of the Groupâs and the Parent companys operations and cash flows for the financial year 2024.In our opinion, the Management review includes a fair review of the development in the operations and financial circumstances of the Group and the Parent company, of the results for the year and of the financial position of the Group and the Parent company as well as a description of the most significant risks and elements of uncertainty, which the Group and the Parent company are facing.Additionally, the Sustainability statement, which is part of Man-agement review, has been prepared, in all material respects, in accordance with paragraph 99a of the Danish Financial Statements Act. This includes compliance with the European Sustainability Reporting Standards (ESRS), including that the pro-cess carried out by the management to identify the reported in-formation (the Process) is in accordance with the description set out in the subsection titled Double Materiality Assessment in the General section. Furthermore, disclosures within EU Taxonomy in the Environmental section of the Sustainability statement are, in all material aspects, in accordance with Article 8 of EU Regulation 2020/852 (the Taxonomy Regulation Reporting).The year 2024 marks the initial implementation of paragraph 99a of the Danish Financial Statements Act concerning compliance with ESRS. As such, more clear guidance and practice are antic-ipated in various areas, which are expected to be issued in the coming years. Furthermore, the Sustainability statement includes forward-looking statements based on disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since anticipated events frequently do not occur as expected. In our opinion, the Annual Report for 2024 of ISS A/S for the financial year 2024 with the file name ISS-2024-12-31-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation.We recommend that the Annual Report be adopted at the annual general meeting on 11 April 2025.</sob:StatementByExecutiveAndSupervisoryBoards>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-39" id="s8__7__212" xml:lang="en">Kasper Fangel </cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-39" id="s8__7__213" xml:lang="en">Group CEO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-40" id="s8__7__214" xml:lang="en">Mads Holm</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-40" id="s8__7__215" xml:lang="en">Group CFO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-41" id="s8__7__216" xml:lang="en">Niels Smedegaard </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-41" id="s8__7__217" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-42" id="s8__7__218" xml:lang="en">Lars Petersson</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-42" id="s8__7__219" xml:lang="en">Deputy Chair</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-43" id="s8__7__220" xml:lang="en">Kelly Kuhn</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-44" id="s8__7__221" xml:lang="en">Reshma Ramachandran</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-45" id="s8__7__222" xml:lang="en">Ben Stevens </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-46" id="s8__7__223" xml:lang="en">Søren Thorup Sørensen </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-47" id="s8__7__224" xml:lang="en">Henriette Hallberg Thygesen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-48" id="s8__7__225" xml:lang="en">Signe Adamsen </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-49" id="s8__7__226" xml:lang="en">Rune Christensen </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-50" id="s8__7__227" xml:lang="en">Tove Møller Eriksen </cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s8__7__229" xml:lang="en">To the shareholders of ISS A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="s8__7__230" xml:lang="en">Our opinionIn our opinion, the Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the Groupâs and the Parent Companyâs financial position at 31 December 2024 and of the results of the Groupâs and the Parent Companyâs operations and cash flows for the financial year 1 January to 31 December 2024 in accordance with IFRS Accounting Standards as issued by the International Accounting Standards Board (âIASBâ) and in accordance with IFRS Accounting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act.Our opinion is consistent with our Auditorâs Long-form Report to the Audit & Risk Committee and the Board of Directors.What we have auditedThe Consolidated Financial Statements and Parent Company Financial Statements of ISS A/S for the financial year 1 January to 31 December 2024 comprise statement of profit or loss, statement of comprehensive income, statement of cash flows, statement of financial position, statement of changes in equity and notes, including material accounting policy information for the Group as well as for the Parent Company. Collectively referred to as the âFinancial Statementsâ.</arr:OpinionOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="s8__7__231" xml:lang="en">Basis for opinionWe conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the Auditorâs responsibilities for the audit of the Financial Statements section of our report. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.IndependenceWe are independent of the Group in accordance with the International Ethics Standards Board for Accountantsâ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code.To the best of our knowledge and belief, prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014 were not provided. AppointmentWe were appointed auditors of ISS A/S for the first time on 11 April 2024 for the financial year 2024.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:KeyAuditMattersAudit contextRef="ctx-1" id="s8__7__232-1" xml:lang="en">Key audit mattersKey audit matters are those matters that, in our professional judgement, were of most significance in our audit of the Financial Statements for 2024. These matters were addressed in the context of our audit of the Financial Statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters. For key audit matters, see the next page.Key audit matterHow our audit addressed the key audit matterKey audit matterHow our audit addressed the key audit matterRevenue recognitionRevenue from contracts is recognised as the services are rendered to the customers. Recognition of revenue is complex due to volume of transactions, the geographical spread of the Groupâs operations and furthermore from large integrated facility service contracts being subject to interpretations, including impact from contract modifications and variable consideration.Accordingly, appropriate recognition and timing of revenue is critical and involves management judgement, especially in relation to integrated and complex facility service contracts. We focused on this area because of the significance to the Consolidated Financial Statements, as well as the complexity. In addition, we focused on this area as revenue comprises a substantial number of transactions with different characteristics.Refer to Note 1.2 in the Consolidated Financial Statements.We considered the appropriateness of the Groupâsaccounting policies for revenue recognition and assessed compliance with applicable IFRS Accounting Standards.We carried out risk assessment procedures in order to obtain an understanding of IT systems, business processes and relevant controls regarding recognition of revenue. For the controls, we assessed whether they were designed and implemented to effectively address the risk of material misstatement. For selected controls that we planned to rely on, we tested whether they were performed on a consistent basis. We applied data analytics for revenue streams in order to identify and test transactions outside the ordinary transaction flow and performed substantive procedures over invoicing and relevant contracts in order to assess the accounting treatment and principles applied, and tested journal entries within revenue. We tested that the revenue is recognised in the correct financial year. Finally, we assessed the adequacy of disclosures provided by Management in the Consolidated Financial Statements.Impairment assessment of goodwillGoodwill comprise a significant part of the consolidated statement of financial position. The cash generating units (CGUs) in which goodwill is included is impairment tested by management on an annual basis. We focused on this area, as the carrying amounts are significant and as Management is required to exercise considerable judgement because of the inherent complexity in estimating the fair value in use.Refer to Note 3.1 and Note 3.2 in the Consolidated Financial Statements.We considered the appropriateness of the defined CGUs within the business and examined the methodology used by Management to assess the carrying amount of goodwill assigned to groups of CGUs to determine compliance with applicable IFRS Accounting Standards.We performed detailed testing, including a test of mathematical accuracy of Managementâs impairment tests for goodwill, and challenged the significant assumptions affecting the future cash flows, including assumptions related to revenue growth, operating margins and discount rates.We used our internal valuation specialists to independently challenge the discount rates and terminal growth rate. In calculating the discount rates, the key inputs used were independently sourced from market data, and we assessed the methodology applied.Finally, we assessed the adequacy of disclosures provided by Management in the Consolidated Financial Statements.</arr:KeyAuditMattersAudit>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="s8__7__233" xml:lang="en">Statement on Management ReviewManagement is responsible for Management Review.Our opinion on the Financial Statements does not cover Management Review, and we do not as part of the audit express any form of assurance conclusion thereon.In connection with our audit of the Financial Statements, our responsibility is to read Management Review and, in doing so, consider whether Management Review is materially inconsistent with the Financial Statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. Moreover, we considered whether Management Review includes the disclosures required by the Danish Financial Statements Act. This does not include the requirements in paragraph 99 a related to the sustainability statement covered by the separate auditorâs limited assurance report hereon. Based on the work we have performed, in our view, Management Review is in accordance with the Consolidated Financial Statements and the Parent Company Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act, except for the requirements in paragraph 99 a related to the sustainability statement, cf. above. We did not identify any material misstatement in Management Review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="s8__7__234" xml:lang="en">Management responsibilities for the Financial StatementsManagement is responsible for the preparation of consolidated financial statements and parent company financial statements that give a true and fair view in accordance with IFRS Accounting Standards as issued by the International Accounting Standards Board (âIASBâ) and in accordance with IFRS Accounting Standards as adopted by the EU and further requirements in the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.In preparing the Financial Statements, Management is responsible for assessing the Groupâs and the Parent Companyâs ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless Management either intends to liquidate the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="s8__7__236" xml:lang="en">Auditorâs responsibilities for the audit of the Financial StatementsOur objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditorâs report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the addi-tional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these Financial Statements.As part of an audit in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:Identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropri-ate in the circumstances, but not for the purpose of express-ing an opinion on the effectiveness of the Groupâs and the Parent Companyâs internal control.Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.Conclude on the appropriateness of Managementâs use of the going concern basis of accounting and based on the audit evidence obtained, whether a material uncertainty ex-ists related to events or conditions that may cast significant doubt on the Groupâs and the Parent Companyâs ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditorâs report to the related disclosures in the Financial Statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evi-dence obtained up to the date of our auditorâs report. How-ever, future events or conditions may cause the Group or the Parent Company to cease to continue as a going concern.Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial Statements represent the underlying transactions and events in a manner that gives a true and fair view.Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial informa-tion of the entities or business units within the group as a basis for forming an opinion on the Consolidated Financial Statements. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opinion. We communicate with those charged with governance regard-ing, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.We also provide those charged with governance with a state-ment that we have complied with relevant ethical requirements regarding independence, and to communicate with them all re-lationships and other matters that may reasonably be thought to bear on our independence and, where applicable, actions taken to eliminate threats or safeguards applied.From the matters communicated with those charged with governance, we determine those matters that were of most sig-nificance in the audit of the Financial Statements of the current period and are therefore the key audit matters. We describe these matters in our auditorâs report unless law or regulation precludes public disclosure about the matter.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="s8__7__237" xml:lang="en">Report on compliance with the ESEF RegulationAs part of our audit of the Financial Statements we performed procedures to express an opinion on whether the annual re-port of ISS A/S for the financial year 1 January to 31 December 2024 with the filename ISS-2024-12-31-en.zip is prepared, in all material respects, in compliance with the Commission Delegat-ed Regulation (EU) 2019/815 on the European Single Electronic Format (ESEF Regulation) which includes requirements related to the preparation of the annual report in XHTML format and iXBRL tagging of the Consolidated Financial Statements includ-ing notes.Management is responsible for preparing an annual report that complies with the ESEF Regulation. This responsibility includes:The preparing of the annual report in XHTML format;The selection and application of appropriate iXBRL tags, including extensions to the ESEF taxonomy and the anchor-ing thereof to elements in the taxonomy, for all financial information required to be tagged using judgement where necessary;Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in human-read-able format; andFor such internal control as Management determines nec-essary to enable the preparation of an annual report that is compliant with the ESEF Regulation.Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material respects, in compli-ance with the ESEF Regulation based on the evidence we have ob-tained, and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the auditorâs judgement, including the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include:Testing whether the annual report is prepared in XHTML format;Obtaining an understanding of the companyâs iXBRL tagging process and of internal control over the tagging process;Evaluating the completeness of the iXBRL tagging of the Con-solidated Financial Statements including notes;Evaluating the appropriateness of the companyâs use of iXBRL elements selected from the ESEF taxonomy and the creation of extension elements where no suitable element in the ESEF taxonomy has been identified; Evaluating the use of anchoring of extension elements to elements in the ESEF taxonomy; andReconciling the iXBRL tagged data with the audited Consoli-dated Financial Statements.In our opinion, the annual report of ISS A/S for the finan-cial year 1 January to 31 December 2024 with the filename ISS-2024-12-31-en.zip is prepared, in all material respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
<arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="s8__7__238" xml:lang="en">Hellerup</arr:SignatureOfAuditorsPlace>
<arr:SignatureOfAuditorsDate contextRef="ctx-1" id="s8__7__239">2025-02-20</arr:SignatureOfAuditorsDate>
<cmn:NameOfAuditFirm contextRef="ctx-51" id="s8__7__240" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab </cmn:NameOfAuditFirm>
<cmn:NameOfAuditFirm contextRef="ctx-52" id="s8__7__242" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab </cmn:NameOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-51" id="s8__7__241">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-52" id="s8__7__243">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-51" id="s8__7__244" xml:lang="en">Rasmus Friis Jørgensen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-51" id="s8__7__245" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-52" id="s8__7__248" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-51" id="s8__7__246">mne28705</cmn:IdentificationNumberOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-52" id="s8__7__247" xml:lang="en">Mads Melgaard</cmn:NameAndSurnameOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-52" id="s8__7__249">mne34354</cmn:IdentificationNumberOfAuditor>
<arr:AuditorsReportOnSubstainabilityReport contextRef="ctx-1" id="s8__7__13" xml:lang="en">Independent auditorâs limited assurance report on the Sustainability StatementTo the stakeholders of ISS A/SLimited assurance conclusionWe have conducted a limited assurance engagement on the sustainability statement of ISS A/S (the âGroupâ) included in the Management review (the âSustainability Statementâ), pp. 51-100 for the financial year 1 January â 31 December 2024.Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Dan-ish Financial Statements Act paragraph 99 a, including: compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the âProcessâ) is in accordance with the description set out in the âIRO and interaction with SBMâ section (pp. 59-65); andcompliance of the disclosures in subsection âEU Taxonomyâ within the âEnvironmentalâ section (pp. 90-94) of the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the âTaxonomy Regulationâ).Basis for conclusion We conducted our limited assurance engagement in accordance with International Standard on Assurance Engagements (ISAE) 3000 (Revised), Assurance engagements other than audits or reviews of historical financial information (âISAE 3000 (Revised)â) and the additional requirements applicable in Denmark. The procedures in a limited assurance engagement vary in na-ture and timing from, and are less in extent than for, a reasona-ble assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed.We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Our responsibil-ities under this standard are further described in the Auditorâs re-sponsibilities for the assurance engagement section of our report. Our independence and quality managementWe are independent of the Group in accordance with the Inter-national Ethics Standards Board for Accountantsâ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accord-ance with these requirements and the IESBA Code.Our firm applies International Standard on Quality Manage-ment 1, which requires the firm to design, implement and operate a system of quality management including policies or procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.Managementâs responsibilities for the Sustainability statementManagement is responsible for designing and implementing a process to identify the information reported in the Sustaina-bility Statement in accordance with the ESRS and for disclosing this Process as included in the âIRO and interaction with SBMâ section (pp. 59-65) of the Sustainability Statement. This respon-sibility includes:understanding the context in which the Groupâs activities and business relationships take place and developing an understanding of its affected stakeholders;the identification of the actual and potential impacts (both negative and positive) related to sustainability matters, as well as risks and opportunities that affect, or could reasonably be expected to affect, the Groupâs financial position, financial performance, cash flows, access to finance or cost of capital over the short-, medium-, or long-term;the assessment of the materiality of the identified impacts, risks and opportunities related to sustainability matters by selecting and applying appropriate thresholds; andmaking assumptions that are reasonable in the circumstances.Management is further responsible for the preparation of the Sustainability Statement, which includes the information iden-tified by the Process, in accordance with the Danish Financial Statements Act paragraph 99 a, including: compliance with the ESRS;preparing the disclosures as included in subsection âEU Taxonomyâ within the âEnvironmentalâ section of the Sustainability Statement, in compliance with Article 8 of the Taxonomy Regulation;designing, implementing and maintaining such internal control that management determines is necessary to enable the preparation of the Sustainability Statement that is free from material misstatement, whether due to fraud or error; andthe selection and application of appropriate sustainability reporting methods and making assumptions and estimates that are reasonable in the circumstances. Inherent limitations in preparing the Sustainability StatementIn reporting forward-looking information in accordance with ESRS, management is required to prepare the forward-look-ing information on the basis of disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since anticipated events frequently do not occur as expected.Auditorâs responsibilities for the assurance engagementOur responsibility is to plan and perform the assurance engage-ment to obtain limited assurance about whether the Sustainability Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or er-ror and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability Statement as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include:Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and Designing and performing procedures to evaluate whether the Process is consistent with the Groupâs description of its Process, as disclosed in the âIRO and interaction with SBMâ section of the Sustainability Statement. Our other responsibilities in respect of the Sustainability Statement include: Identifying where material misstatements are likely to arise, whether due to fraud or error; and Designing and performing procedures responsive to disclosures in the Sustainability Statement where material misstatements are likely to arise. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.Summary of the work performedA limited assurance engagement involves performing proce-dures to obtain evidence about the Sustainability Statement. The nature, timing and extent of procedures selected depend on professional judgement, including the identification of disclosures where material misstatements are likely to arise, whether due to fraud or error, in the Sustainability Statement.In conducting our limited assurance engagement, with respect to the Process, we: Obtained an understanding of the Process by performing inquiries to understand the sources of the information used by management; and reviewing the Groupâs internal documentation of its Process; andEvaluated whether the evidence obtained from our procedures about the Process implemented by the Groupâs was consistent with the description of the Process set out in the âIRO and interaction with SBMâ section.In conducting our limited assurance engagement, with respect to the Sustainability Statement, we:Obtained an understanding of the Groupâs reporting processes relevant to the preparation of its Sustainability Statement including the consolidation processes by obtaining an understanding of the Groupâs control environment, processes and information systems relevant to the preparation of the Sustainability Statement but not evaluating the design of particular control activities, obtaining evidence about their implementation or testing their operating effectiveness; Evaluated whether the information identified by the Process is included in the Sustainability Statement;Evaluated whether the structure and the presentation of the Sustainability Statement are in accordance with the ESRS;Performed inquiries of relevant personnel and analytical procedures on selected information in the Sustainability Statement;Performed substantive assurance procedures on selected information in the Sustainability Statement;Where applicable, compared disclosures in the Sustainability Statement with the corresponding disclosures in the financial statements and Management review;Evaluated the methods, assumptions and data for developing estimates and forward-looking information; andObtained an understanding of the Groupâs process to identify taxonomy-eligible and taxonomy-aligned economic activities and the corresponding disclosures in the Sustainability Statement.Other MatterThe comparative information included in the Sustainability Statement was not subject to our assurance engagement. Our conclusion is not modified in respect of this limitation of scope.Hellerup20 February 2025PricewaterhouseCoopersStatsautoriseret RevisionspartnerselskabCVR no 33771231Rasmus Friis Jørgensen State Authorised Public Accountantmne28705Mads MelgaardState Authorised Public Accountantmne34354</arr:AuditorsReportOnSubstainabilityReport>
<arr:AddresseeOfAuditorsReportOnSubstainabilityReports contextRef="ctx-1" id="s8__7__14" xml:lang="en">To the stakeholders of ISS A/S</arr:AddresseeOfAuditorsReportOnSubstainabilityReports>
<arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport contextRef="ctx-1" id="s8__7__15" xml:lang="en">We have conducted a limited assurance engagement on the sustainability statement of ISS A/S (the âGroupâ) included in the Management review (the âSustainability Statementâ), pp. 51-100 for the financial year 1 January â 31 December 2024.</arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport>
<arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport contextRef="ctx-1" id="s8__7__16" xml:lang="en">Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Dan-ish Financial Statements Act paragraph 99 a, including: compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the âProcessâ) is in accordance with the description set out in the âIRO and interaction with SBMâ section (pp. 59-65); andcompliance of the disclosures in subsection âEU Taxonomyâ within the âEnvironmentalâ section (pp. 90-94) of the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the âTaxonomy Regulationâ).</arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport>
<arr:StatementOfAuditorsResponsibilitySubstainabilityReport contextRef="ctx-1" id="s8__7__17" xml:lang="en">Auditorâs responsibilities for the assurance engagementOur responsibility is to plan and perform the assurance engage-ment to obtain limited assurance about whether the Sustainability Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or er-ror and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability Statement as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include:Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and Designing and performing procedures to evaluate whether the Process is consistent with the Groupâs description of its Process, as disclosed in the âIRO and interaction with SBMâ section of the Sustainability Statement. Our other responsibilities in respect of the Sustainability Statement include: Identifying where material misstatements are likely to arise, whether due to fraud or error; and Designing and performing procedures responsive to disclosures in the Sustainability Statement where material misstatements are likely to arise. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.</arr:StatementOfAuditorsResponsibilitySubstainabilityReport>
<arr:SignatureOfSubstainabilityAuditorsPlace contextRef="ctx-1" id="s8__7__18" xml:lang="en">Hellerup</arr:SignatureOfSubstainabilityAuditorsPlace>
<arr:SignatureOfSubstainabilityAuditorsDate contextRef="ctx-1" id="s8__7__19">2025-02-20</arr:SignatureOfSubstainabilityAuditorsDate>
<cmn:NameOfAuditFirmSubstainability contextRef="ctx-37" id="s8__7__20" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
<cmn:NameOfAuditFirmSubstainability contextRef="ctx-38" id="s8__7__22" xml:lang="en">PricewaterhouseCoopersStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
<cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx-37" id="s8__7__21">33771231</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
<cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx-38" id="s8__7__23">33771231</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-37" id="s8__7__24" xml:lang="en">Rasmus Friis Jørgensen </cmn:NameAndSurnameOfSubstainabilityAuditor>
<cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-37" id="s8__7__25" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfSubstainabilityAuditor>
<cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-38" id="s8__7__28" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfSubstainabilityAuditor>
<cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-37" id="s8__7__26">mne28705</cmn:fIdentificationNumberOfSubstainabilityAuditor>
<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-38" id="s8__7__27" xml:lang="en">Mads Melgaard</cmn:NameAndSurnameOfSubstainabilityAuditor>
<cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-38" id="s8__7__29">mne34354</cmn:fIdentificationNumberOfSubstainabilityAuditor>
<gsd:NameOfReportingEntity contextRef="ctx-1" id="s8__7__184" xml:lang="en">ISS A/S</gsd:NameOfReportingEntity>
<gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="s8__7__195" xml:lang="en">ISS A/S</gsd:NameOfSubmittingEnterprise>
<gsd:AddressOfReportingEntityStreetName contextRef="ctx-1" id="s8__7__185" xml:lang="en">Buddingevej 197</gsd:AddressOfReportingEntityStreetName>
<gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-1" id="s8__7__196" xml:lang="en">Buddingevej 197</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
<gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx-1" id="s8__7__186" xml:lang="en"></gsd:AddressOfReportingEntityStreetBuildingIdentifier>
<gsd:AddressOfReportingEntityCountryIdentificationCode contextRef="ctx-1" id="s8__7__187">DK </gsd:AddressOfReportingEntityCountryIdentificationCode>
<gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx-1" id="s8__7__188" xml:lang="en">2860 Søborg</gsd:AddressOfReportingEntityPostCodeIdentifier>
<gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" id="s8__7__197" xml:lang="en">2860 Søborg</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
<gsd:AddressOfReportingEntityDistrictName contextRef="ctx-1" id="s8__7__189" xml:lang="en"></gsd:AddressOfReportingEntityDistrictName>
<gsd:AddressOfReportingEntityCountry contextRef="ctx-1" id="s8__7__190" xml:lang="en">Denmark</gsd:AddressOfReportingEntityCountry>
<gsd:TelephoneNumberOfReportingEntity contextRef="ctx-1" id="s8__7__191" xml:lang="en">+45 38 17 00 00</gsd:TelephoneNumberOfReportingEntity>
<gsd:FaxNumberOfReportingEntity contextRef="ctx-1" id="s8__7__192" xml:lang="en">+45 38 17 00 11</gsd:FaxNumberOfReportingEntity>
<gsd:HomepageOfReportingEntity contextRef="ctx-1" id="s8__7__193">www.issworld.com</gsd:HomepageOfReportingEntity>
<gsd:IdentificationNumberCvrOfReportingEntity contextRef="ctx-1" id="s8__7__194">28504799</gsd:IdentificationNumberCvrOfReportingEntity>
<gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="ctx-1" id="s8__7__198">28504799</gsd:IdentificationNumberCvrOfSubmittingEnterprise>
<gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1" id="s1__72__15">Annual report</gsd:InformationOnTypeOfSubmittedReport>
<cmn:TypeOfAuditorAssistance contextRef="ctx-1" id="s1__72__16">Auditor's report on audited financial statements</cmn:TypeOfAuditorAssistance>
<gsd:ToolForPreparingTheXBRLInstanceDocument contextRef="ctx-1" id="s1__72__17" xml:lang="en">ParsePort XBRL Converter</gsd:ToolForPreparingTheXBRLInstanceDocument>
<gsd:ReportingPeriodStartDate contextRef="ctx-1" id="s1__72__20">2024-01-01</gsd:ReportingPeriodStartDate>
<gsd:ReportingPeriodEndDate contextRef="ctx-1" id="s1__72__21">2024-12-31</gsd:ReportingPeriodEndDate>
<gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1" id="s1__72__22">2023-01-01</gsd:PrecedingReportingPeriodStartDate>
<gsd:PredingReportingPeriodEndDate contextRef="ctx-1" id="s1__72__23">2023-12-31</gsd:PredingReportingPeriodEndDate>
<gsd:LegalEntityIdentifierOfReportingEntity contextRef="ctx-1" id="s1__72__42">213800LEZA58SZNCBN19</gsd:LegalEntityIdentifierOfReportingEntity>
<fsa:ClassOfReportingEntity contextRef="ctx-1" id="s1__72__43">Regnskabsklasse D</fsa:ClassOfReportingEntity>
<arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" id="s1__72__47">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
<arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" id="s1__72__48">Basis for Opinion</arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements>
</xbrli:xbrl>