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| ifrs-full:Assets | 2024-12-31 | 49553000000 | dkk |
| ifrs-full:Assets | 2023-12-31 | 44766000000 | dkk |
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| ifrs-full:Revenue | 2024-01-01 | 2024-12-31 | 83782000000 | dkk |
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<mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="f1__s10__7__25" xml:lang="en">OneISS strategy While our strategic direction remained un-changed, in 2024 we completed a wide- ranging review to refresh and update our strate-gic priorities, aimed at unlocking ISSâs full potential. The OneISS strategy was launched in 2020 and during the last four years, ISS delivered margin and growth re-covery, turned around challenging markets and con-tracts, completed the strategic divestment pro-gramme, made selective acquisitions and maintained a high retention rate. However, the fact remains that our growth in the last few years has been largely driven by return to office and inflation, while the level of new contract wins has been disappointing. Our strategy and our focus remains on growing Inte-grated Facility Services (IFS) and single-service cleaning across our business to increase market share and drive profitable growth. The aim of the updated strate-gic priorities is to maximise value creation and unlock ISSâs full potential. Playing to our strengths ISS currently holds an estimated 1% global market share; an exciting opportunity for further growth. The updates we have made to our strategic priorities will position us to play to our strengths and capture a larger share of the market. Our 2024 strategy refresh is underpinned by a thor-ough review, and reflected lessons learned from our recent growth performance. Taking into account the shifting trends in market dynamics driven by a range of factors including global economic, geopolitical and la-bour market changes, as well as our experience of op-erating with the OneISS strategy since its launch in 2020. As part of the review, we took a detailed look at how the changes and trends in selected focus segments are evolving current and future customer goals, chal-lenges and needs.This highlighted that customers specifically look for positive impacts in three areas when engaging with a service partner: ⢠Efficiency and standardisation/price Optimising customersâ costs while managing risks and compliance ⢠Customer experience Delivering exceptional employee experiences for our customers ⢠Sustainability Delivering on carbon emission targets and sup-port social progress All three customer priorities are important, however, ISSâs global reach and expertise, coupled with our un-wavering focus on workplace and quality of customer experience through our self-delivery model, is what sets us apart from our competitors. According to a 2023 Gallup survey, low engagement in the workplace costs an estimated 9% of global GDP. We can help cur-rent and future customers address this through con-sistently providing their people with exceptional em-ployee experiences. Updated strategic priorities Following our strategic review, we sharpened our focus from the five OneISS priorities, launched in 2020, to three updated priorities addressing the top customer needs. The three priorities will be mobilised and exe-cuted through eight Group-led transformation initia-tives, see the box on the next page. Implementing with pace and quality In January 2025, changes to the Executive Group Man-agement (EGM) were announced to best position ISS to implement the refreshed strategy, reducing it to five members. This move aligned ISSâs organisational struc-ture at a senior leadership level, reducing complexity and creating a smaller, more agile leadership team, with a more empowered organisation. New Group Commercial and Revenue function Our strategic review confirmed the importance of cus-tomer centricity and being laser focused on the seg-ments and customers we pursue to drive growth across our entire portfolio. Carl-Fredrik Langard-Bjor leads this newly created function with responsibility for growth and all revenue levers across the business, driv-ing the strategic priority around Customer centric growth. Powered by technology Since the launch of OneISS, we have made signific ant progress across our global technology organisation, centralising and strengthening critical technology ser-vices and cybersecurity as well as launched new cus-tomer-facing products. Going forward, our technology focus shifts from industry leadership to enabling our business with technology. Liz Benison leads this as Group Chief People & Technology Officer to further de-velop our technology infrastructure as well as driving the strategic focus on the people agenda under the strategic priority around Leading frontline employer. Read more about the latter in Our people, pp, 21-23. All countries under one Group COO Troels Bjerg leads the new COO function which all countries will report into, clustered by geographies. This approach has been designed to help the countries remain close to all Group functions and support execu-tion of the strategy, and driving a consistent perfor-mance management culture across the enterprise, i.e. our strategic priority Efficiency. Updated global segments We have prioritised four global segments where ISS can play to its strengths, focussing our global expertise on delivering exceptional employee experiences for our customers. In these segments, companies operate in knowledge-based industries where greater value is placed on being able to attract and engage talent to succeed: ⢠Financial services ⢠Professional services ⢠Technology ⢠Life Sciences To maximise growth across ISSâs entire portfolio, coun-tries will continue to pursue growth opportunities out-side of the four global segments, based on local capa-bility and market profile. This builds on our global ex-perience that some segments are unique to certain markets and are best managed at a country level, e.g. healthcare, which is very locally driven through na-tional systems and policies. This flexible approach will enable us to unlock scale synergies in the four global segments, while at the same time pursuing attractive growth opportunities based on competitive strengths locally.Uniting our colleagues behind a new mission To unite the organisation around delivering exceptional customer experiences, we launched a new mission at the end of 2024 that links our daily work to the value we create for our customers: We make space for peo-ple and businesses to thrive. By supporting the complex, day-to-day operations of facilities, we help businesses focus on their core activi-ties. This underscores a commitment to understanding and adapting to the unique needs of different custom-ers. But the value is more than freeing up time, be-cause we are result-oriented and play an active part in making employees and businesses thrive. Next steps â 2025 and beyond In 2025, we will sharpen our execution and focus on implementing the refreshed strategy with oversight from a dedicated transformation team. All eight initia-tives are underpinned by business plans including key milestones, targets and key-performance indicators (KPIs) to monitor progress and track the expected ben-efits delivering a return on investment. Working with our country teams, we will strengthen lo-cal growth plans and develop country implementation plans for each of the eight initiatives. Our people ISS has a legacy of over 120 years as a people-focused company. Caring for our people is deeply rooted in our DNA, as they are the foundation of our business and our greatest driver of success. Today, we have more than 325,000 dedicated em-ployees who deliver value to our 40,000 customers worldwide. We call our employees âplacemakers,â ac-knowledging that everyone contributes to creating great places for our customers. The majority â over 300,000 â work directly on-site at our customersâ fa-cilities. These placemakers create tangible value by providing quality, efficient services and workplace experiences, enhancing safety and well-being for our customersâ employees every day. For many of our placemakers, ISS represents their first entry into the job market. Across our regions, spanning the globe from China to Chile to Norway, we employ individuals often from underrepresented groups in society, including those from socio-eco-nomically disadvantaged backgrounds, displaced in-dividuals, and people with disabilities. By offering them a role at ISS, we provide opportunities they might not easily find elsewhere. This impact creates a positive ripple effect on families and the commu-nities we serve. This is why social sustainability is at the heart of ISS and the area where we can make our greatest im-pact. We see it as a significant responsibility, and by doing good, we also do well for our business. We strengthen our success in attracting and retaining employees, and when our placemakers are happy, they are motivated to deliver exceptional service ex-periences for our customers. Finally, we provide our customers with unique opportunities to support their own social sustainability agendas. This is also why physical and mental safety and well-being is a key element of our new strategic priori-ties. Specifically, we aim to become the worldâs Leading frontline employer. Four new people areas To become the worldâs leading frontline employer, we will maintain a steadfast focus on delivering an exceptional people experience throughout the en-tire people journey â from recruitment to employ-ment, development, and retention. Additionally, this exceptional people experience will be integrated into our social sustainability agenda and embedded in the daily execution of our Em-ployee Value Proposition (EVP): A Place to Be You, which comprises three promises to every single person who works for us today â and to every single person who wants to join us: At ISS, you can be who you are, become what you want, and be part of something bigger. Recognising that the world is changing, with work-force shortages in many markets, and a global workforce increasingly becoming more purpose-driven, we will accelerate our people and social sus-tainability initiatives in four key areas. Our main am-bition with these initiatives is to improve the quality of our people processes, empowered by data-driven insights and solutions, resulting in reduced costs and higher employee retention. In 2025, we will define specific targets and KPIs for each initia-tive. 1. People and data analytics A world-class people experience relies on data-driven decisions. We will establish a streamlined, es-sential data system providing automated, high-qual-ity insights on key metrics such as retention and ab-sence rates. 2. Digital recruitment Optimising recruiting and onboarding is essential to ISS. With currently around 120,000 new hires annu-ally, this drives high recruitment and training costs. A new Talent Acquisition Centre will enhance talent attraction, supported by an AI-driven platform. 3. Digital onboarding and engagement To enhance employee engagement, we will inte-grate our digital engagement and feedback plat-forms, MyVoice and MyISS. This integrated platform will be accessible on our placemakersâ mobile de-vices, with continuous tracking of engagement as a key feature. 4. Social sustainability The exceptional people experience will also be deeply integrated into our social sustainability agenda and embedded in the daily execution of our EVP. Our fourth priority includes three new compo-nents: 1. Social Value Portal We want to measure our social impact through a new Group collaboration with the UK company So-cial Value Portal. As the importance of delivering measurable social value to our customers and com-munities grows, the purpose of this partnership is to capture the monetary value of our social contri-butions. By leveraging the expertise and methodol-ogy of Social Value Portal, we will, for instance, be able to quantify the societal value of hiring people with disabilities in a local community. 2. Sustainable income Building on our âsignature objectiveâ of advancing the implementation of living wages across our in-dustry, we will now explore additional sustainable income initiatives, such as faster access to earned income, securing more stable working hours, and enhancing financial literacy among our placemak-ers. 3. Education As education is a key driver of social change and employee engagement, we have committed to con-tinuing our signature objective of providing 100,000 placemakers and their family members with certi-fied education by 2025. Together with partners, we aim to add an additional 250,000 by 2030. Driving social sustainability through our Employee Value Proposition Our EVP is deeply rooted in our social sustainability agenda and reflects our aim for a culture where everyone feels valued and respected, and where everyone is treated fairly and equally. This includes creating an environment where everyone can be their true authentic selves and be valued for exactly who they are â no matter their age, gender, physical or mental health, cultural background or sexuality. As part of this, we want to give people the oppor-tunity to make an impact on their own personal de-velopment, as well as customerâs successes and so-cieties at large. Our commitment to empowering our people and providing equal opportunities for all individuals is unwavering. In 2024, we advanced our commit-ments and goals in various areas, see to the right and the next page. Looking ahead In 2025, we will continue working with policymakers, customers, and suppliers to implement living wages across our industry, alongside our new commit-ment to exploring further sustainable income initia-tives. Additionally, we will strengthen our efforts to provide qualifications for our placemakers and en-hance leadership quality. We firmly believe that these initiatives â combined with our commitment to creating exceptional people journeys for every-one â will lead to improved engagement and reten-tion. Be who you are Fair compensation and benefits In 2022, we com-mitted to the âsignature objectiveâ of increasing the implementation of living wages across our industry through joint efforts with policymakers, customers, suppliers, and other key stakeholders. Numerous surveys along with our own data demonstrate that fair remuneration not only fosters a sense of be-longing and makes employees feel valued but also drives positive outcomes in productivity, engage-ment and retention. For progress in 2024, see our Sustainability statement, S1-4, p. 54 and S1-5, p. 58. Diverse and inclusive workplaces We aim for an in-clusive culture where everyone feels valued, en-gaged and respected, and where everyone is treated fairly and equally. Therefore, our diversity, inclusion, and belonging (DIB) efforts are focused on empowering our placemakers to contribute their unique skills and perspectives. Our DIB strategy is built around five dimensions of diversity: abilities, gender, generations & age, pride, and cultures, race & ethnicity. Within gender, we have set a target to achieve 40% gender balance at corporate leadership level by 2026. For a status on gender balance within the Executive Group Man-agement, Corporate Leadership and the Board of Directors, see pp. 35-36. We are also proud of the continued impact of our Employee Resource Groups (ERGs) â voluntary groups led by our placemakers â that drive our in-clusion and belonging agenda through concrete DIB activities, see p. 56 for 2024 activities. Health & Safety As a vital part of living up to our people promise, our entire health and safety agenda is pivotal for us to make our placemakers feel they belong in a company where respect and protection of their physical and mental wellbeing is a key essential for all. Our approach and key actions to prevent accidents and promote safety behav-iours are described in detail in our Sustainability statement, see S1-4, Health & Safety, p. 54. In addi-tion, our Health & Safety metrics are disclosed in S1-14, p. 60. Become what you want Development and training are fundamental to sup-porting our placemakersâ unique dreams and jour-neys and helping them achieve their full potential. We are committed to creating opportunities for un-derrepresented groups and enhancing the social mobility of all our placemakers and their family members. Our second âsignature objectiveâ focuses on provid-ing 100,000 placemakers and their family members with a recognised qualification by 2025. By 2024, we have achieved 73,000, keeping us well on track to meet our target, and together with partners we aim to add an additional 250,000 by 2030. For further details, see our Sustainability statement, S1-4, pp. 54-57 and S1-5, p. 58. Education, development, and learning are essential for everyone, at all levels, to drive both individual and business success. In 2024, we continued or leadership training in various areas. Additionally, we continued the implementation of our digital learn-ing and communications platforms; MyLearning and MyISS. For an overview of our learning and de-velopment programmes, see our Sustainability statement, S1-4, pp. 54-57. Be part of something bigger We offer our placemakers the opportunity to be-long to an ISS community of over 325,000 people globally. We also provide them with chances to con-tribute to our customersâ success and the wider communities. Increasingly, we are seeing that customers prioritise social sustainability as a key lever in driving success. Several of our major contract wins and extensions in 2024 included social sustainability requirements. With the great diversity of our placemakers and our self-delivery model, we are uniquely positioned to support our customers in their social agenda. Key indicators for success We measure a wide range of social sustainability and people initiatives on an ongoing basis. How-ever, our two key indicators of success are em-ployee engagement and retention. Employee engagement In 2024, we launched the most extensive employee survey ever conducted at ISS: the MyVoice Global Survey. More than 150,000 placemakers across ISS shared their thoughts and feedback, resulting in a 54% participation rate. We are proud to announce that, as an organisation, we achieved an engagement score of 74%. This score reflects the overall level of engagement among the placemakers who responded, capturing their sense of belonging, intention to stay with ISS, willingness to recommend ISS as a workplace, and â importantly â their belief that providing honest and confidential feedback will lead to positive change. Based on the survey feedback, leaders will collabo-rate with employees to create plans aimed at mak-ing ISS an even better place to work. Employee turnover We operate in a high-churn market, a trend unlikely to change. However, we aim to improve retention long-term, benefitting our customers through more consistent, high-quality service and reduced recruit-ment and onboarding costs. Employee turnover was 32% in 2024 (2023: 33%). We are committed to improve this development, and countries are proactively working with how they attract, recruit, onboard and further develop em-ployees. The learnings from our countries and our global MyVoice survey will support our focus to im-prove the employee turnover in 2025 and beyond. Fatalities and LTIF In 2024, we tragically experienced one fatality and Lost Time Injury Frequency (LTIF) was 2.9. Health and safety is a key priority for us, and we are contin-uously striving to improve our efforts to prevent se-rious accidents. In 2024, we initiated further miti-gating actions: We conducted our first Global Health Culture survey, followed by focus groups with placemakers worldwide to assess our safety culture and establish a baseline, with a safety cul-ture improvement plan set to begin in 2025. We also introduced âsafety stand-downsâ led by the Group CEO for all leaders to address serious inci-dents.</mrv:StatementOfCorporateSocialResponsibility>
<mrv:CorporateGovernanceReport contextRef="ctx-1" id="f1__s10__7__23" xml:lang="en">Corporate governance Transparency, constructive stakeholder dia-logue, sound decision-making processes and controls are key aspects of our corporate gov-ernance for the benefit of ISS and our stake-holders. The management team of the Group formally con-sists of the Board of Directors and the Executive Management of ISS Global A/S registered with the Danish Business Authority. Since ISS Global A/S has no operating activities of its own, the Group relies on the management team of ISS A/S, the ultimate parent company in Denmark. As a subsidiary of ISS A/S, ISS Global A/S is subject to the same corporate governance policies applicable in ISS A/S. Corporate governance of the ISS Global Group is therefore built on corporate governance of the ISS A/S Group, including the management team, and descriptions in this chapter should be seen in this context. Framework The Board of Directors (the Board) continuously re-views and develops the Groupâs corporate govern-ance framework and policies in response to the Groupâs strategic development, activities, business environment, corporate governance recommenda-tions and statutory requirements. Management Management 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 manage-ment registered with the Danish Business Authority. The Group has a wider Executive Group Manage-ment (the EGM), whose members are three Corpo-rate Senior Officers in addition to the EGMB. In the review of our governance structure on pp. 33-34, 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 changes On 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, the EGM was reduced to five members to successfully implement the strategic priorities. Consequently, Agostino Renna (former Chief Commercial and Communication Officer), Markus Sontheimer (former Chief Information and Digital Officer) and Celia Liu (former CEO of Central and Southern Europe) left ISS after a transition pe-riod. As part of the changes, three of the existing EGM members had changed responsibility: ⢠Carl-Fredrik Langard-Bjor took up the position as Chief Commercial & Revenue Officer ⢠Liz Benison took up the position as Chief Peo-ple & Technology Officer ⢠Troels Bjerg took up the position as Group Chief Operating Officer (COO) ⢠On 31 January 2025, Sam Hockman (former Group Chief Operating Officer) left ISS. Board composition The 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 p. 32. Employee representatives are elected on the basis of a voluntary arrangement regarding Group repre-sentation 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 representatives joined the Board after the annual general meeting in April 2023 and one of the current employee rep-resentatives was elected at a Supplementary Elec-tion held on 3 December 2024. (GOV-1 §21(b)). All board members are independent, except for the employee representatives. (GOV-1 §21 (e)).Board evaluation In 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 per-sonal interviews. The evaluation included evaluating the strategy de-velopment and implementation; risk awareness, monitoring and reporting; cooperation with and evaluation process of CEO and executive manage-ment; board composition and dynamics; on- and off-boarding; meeting structure and effectiveness; contribution of committees and Deputy Chair; eval-uation of the Chair; and evaluation of the contribu-tion of each board member (GOV-1 §23 / §23 (a)). The results were reviewed by the Nomination Com-mittee and discussed at the Board meeting in De-cember 2024, where the external advisor also at-tended and provided feedback. The individual mem-berâs contribution was subsequently reviewed as part of individual meetings held between the Chair and each member. Overall, the Board was evaluated by the external ad-visor 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 con-tribution further during 2025: i) sharpen focus on high-priority strategic topics and implementation, while minimising time spent on less critical issues and ii) enhanced focus on pre-read material and presentations to leave sufficient time for discussion and ongoing feedback. For further details, see response to recommenda-tion 3.5.1 of the 2024 Statutory report on Corporate Governance. Assurance The independent auditor audits the Groupâs finan-cial statements and expresses a reasonable assur-ance opinion. No opinion or conclusion is provided for the Management review, except for the Sustain-ability statement. The independent auditor con-ducts a limited assurance engagement on the Groupâs Sustainability statement and expresses a limited assurance conclusion. Group Internal Audit (GIA) is responsible for provid-ing an objective and independent assessment of the effectiveness and quality of the internal controls through delivery of the internal audit plan approved by the Audit and Risk Committee (ARC). GIA oper-ates under a charter, which is reviewed and ap-proved annually by the ARC. The internal audit plan for 2024 was prepared based on the outcome of the Group Risk review and incorporated audits covering the areas of financial reporting controls, internal controls on ISSâs largest strategic key accounts, the control environment in ISS country organisations, information technology and compliance (internal and external regulations). GIA monitors the actions of management to ad-dress observations made on the internal control en-vironment to ensure control gaps are resolved ade-quately. Regular reports on the status of open ob-servations are made to both the EGM and ARC. Speak Up (whistleblower) Our Speak Up Policy is a fundamental element in our approach to responsible business conduct. In-formation regarding the Speak Up system, including detailed run-through of the process, can be found in our 2024 Sustainability statement in G1-1, p. 81. Data ethics The Groupâs Data Ethics Policy (the Policy) describes ISSâs approach to data ethics and aims to encour-age our placemakers and partners, to have an ac-tive involvement in data ethical questions and to raise concerns ensuring continuous development 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 re-view, is described in S4-1, Policies on p. 66. Governance Report of ISS A/S The report includes a transparent description of our governance structure, the main elements of our internal controls related to financial report-ing and a detailed description of our position on the Danish Corporate Governance Recommen-dations. The report is available here: Corporate Governance Report 2024</mrv:CorporateGovernanceReport>
<mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="f1__s10__7__32" xml:lang="en">Data ethics The Groupâs Data Ethics Policy (the Policy) describes ISSâs approach to data ethics and aims to encour-age our placemakers and partners, to have an ac-tive involvement in data ethical questions and to raise concerns ensuring continuous development 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 re-view, is described in S4-1, Policies on p. 66.</mrv:StatementOfPolicyForDataEthics>
<mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="f1__s10__7__30" xml:lang="en">Diversity The Board and the EGM of ISS A/S recognise the im-portance of promoting diversity at management levels and have implemented policies regarding di-versity in respect of Board and EGM nominations 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 Com-mittee) placed on: ⢠experience and expertise; ⢠diversity of gender, age and nationalities as well as in broader terms; and ⢠personal 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 here The specific competencies for each board member are listed on pp. 47-48 in the Annual Report of ISS A/S, 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 annually reviewed, in-cluding competencies within our sustainability- re-lated material impacts, risks and opportunities. Ex-pertise within business conduct is included in the special competence identified as Corporate respon-sibility & sustainability. In terms of nationalities, 60% of the EGM members were Danish, 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 re-maining 14% were American. (GOV-1 §21 (d)). The Group Diversity, Inclusion & Belonging policy, available here Gender 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 de-fined a target of achieving at least 40% gender bal-ance at corporate leadership levels by 2026. Our ac-tions to reach our target for corporate leadership are further described in our Sustainability state-ment, see S1-5, Gender balance, p. 58 and S1-9, Di-versity metrics p. 60. In our EGM, the female representation decreased to 20% following the changes to the management team as of 9 January 2025, see p. 30. At 31 Decem-ber 2024, female representation was 25% (2023: 22%). (GOV-1 §21 (d)). In our Board, the female representation was 43% (elected by the annual general meeting of ISS A/S) and 50% including employee representatives. (GOV-1 §21 (d)). A status on gender balance for the Board at 31 De-cember 2024 is provided on the next page, to-gether with diversity in terms of nationality and spe-cial competencies. To promote, facilitate and increase the number of women in corporate leadership, we continue lever-aging our DIB policy, which defines a number of ini-tiatives, 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 exter-nal bodies promoting women in leadership as well as engaging with our Gender Balance Em-ployee Resource Group (ERG). ISS Global A/S The Board of Directors (the Board) of ISS Global A/S is responsible for annually determining the appro-priate qualifications, experience and competencies required of the Board and the Executive Manage-ment of ISS Global A/S in order for the Board and the Executive Management to best perform their tasks, taking into account ISS Global A/Sâs needs and the existing composition of these boards. The Board and the Executive Management recog-nise the importance of promoting diversity and con-sider both competencies and diversity in respect of Board and Executive Management nominations ac-cording to which we are committed to selecting the best candidate. The management team of ISS Global A/S consists of the Executive Management, comprising one mem-ber employed by ISS World Service A/S (the parent of ISS Global A/S) and the Board, whose members are employed by either ISS A/S or ISS World Ser-vices A/S. As ISS Global A/S has no employees, the company has not implemented separate policies in accordance with section 107d.</mrv:StatementOfTheDiversityPolicies>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f1__s10__7__47" xml:lang="en">Copenhagen, 11 March 2025 The Board of Directors and the Executive Manage-ment have today considered and adopted the An-nual Report of ISS Global 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 additional 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 accordance with the Danish Financial Statements Act. In our opinion, the consolidated financial state-ments and the Parent company financial state-ments give a true and fair view of the financial po-sition at 31 December 2024 of the Group and the Parent company and of the results of the Groupâs and the Parent companyâs 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 sig-nificant risks and elements of uncertainty, which the Group and the Parent company are facing. Additionally, the Sustainability statement, which is part of Management review, has been prepared, in all material respects, in accordance with paragraph 99a of the Danish Financial Statements Act. This in-cludes compliance with the European Sustainabil-ity Reporting Standards (ESRS), including that the process carried out by the management to identify the reported information (the Process) is in ac-cordance with the description set out in the sub-section 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 anticipated in various areas, which are expected to be issued in the coming years. Furthermore, the Sustainabil-ity 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 dif-ferent since anticipated events frequently do not occur as expected. We recommend that the Annual Report be adopted at the annual general meeting on 11 April 2025.</sob:StatementByExecutiveAndSupervisoryBoards>
<sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f1__s10__7__48" xml:lang="en">Copenhagen</sob:PlaceOfSignatureOfStatement>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f1__s10__7__49">2025-03-11</sob:DateOfApprovalOfAnnualReport>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-32" id="f1__s10__7__50" xml:lang="en">Kristoffer Lykke-Olesen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-33" id="f1__s10__7__51" xml:lang="en">Kasper Fangel</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-34" id="f1__s10__7__53" xml:lang="en">Mads Holm</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-33" id="f1__s10__7__52" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-35" id="f1__s10__7__54" xml:lang="en">Liz Benison</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-36" id="f1__s10__7__55" xml:lang="en">Bjørn Raasteen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s10__7__57" xml:lang="en">To the shareholder of ISS Global A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s10__7__58" xml:lang="en">Our opinion In our opinion, the Consolidated Financial State-ments and the Parent Company Financial State-ments give a true and fair view of the Groupâs and the Parent Companyâs financial position at 31 De-cember 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 is-sued by the International Accounting Standards Board (âIASBâ) and in accordance with IFRS Account-ing Standards as adopted by the EU and further re-quirements in the Danish Financial Statements Act. Our opinion is consistent with our Auditorâs Long-form Report to the Board of Directors. What we have audited The Consolidated Financial Statements and Parent Company Financial Statements of ISS Global 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 ac-counting 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="f1__s10__7__59" xml:lang="en">Basis for opinion We conducted our audit in accordance with Interna-tional Standards on Auditing (ISAs) and the addi-tional requirements applicable in Denmark. Our re-sponsibilities under those standards and require-ments are further described in the Auditorâs respon-sibilities for the audit of the Financial Statements sec-tion of our report. We believe that the audit evidence we have ob-tained is sufficient and appropriate to provide a ba-sis for our opinion. Independence We are independent of the Group in accordance with the International Ethics Standards Board for Ac-countantsâ International Code of Ethics for Profes-sional 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 Regu-lation (EU) No 537/2014 were not provided. Appointment We were appointed auditors of ISS Global A/S for the first time on 10 April 2024 for the financial year 2024.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:KeyAuditMattersAudit contextRef="ctx-1" id="f1__s10__7__60" xml:lang="en">Key audit matters Key audit matters are those matters that, in our professional judgement, were of most signifi-cance in our audit of the Financial Statements for 2024. These matters were addressed in the con-text 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. Key audit matter Revenue recognition Revenue from contracts is recognised as the ser-vices 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 interpreta-tions, including impact from contract modifications and variable consideration. Accordingly, appropriate recognition and timing of revenue is critical and involves management judge-ment, especially in relation to integrated and com-plex 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 trans-actions with different characteristics. Refer to Note 1.2 in the Consolidated Financial State-ments. Impairment assessment of goodwill Goodwill comprise a significant part of the consoli-dated 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 ex-ercise considerable judgement because of the inher-ent complexity in estimating the fair value in use. Refer to Note 3.1 and Note 3.2 in the Consolidated Financial Statements. How our audit addressed the key audit matter We considered the appropriateness of the Groupâs accounting policies for revenue recognition and as-sessed 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 recogni-tion of revenue. For the controls, we assessed whether they were designed and implemented to ef-fectively 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 or-der to identify and test transactions outside the ordi-nary transaction flow and performed substantive procedures over invoicing and relevant contracts in order to assess the accounting treatment and princi-ples applied, and tested journal entries within reve-nue. We tested that the revenue is recognised in the cor-rect financial year. Finally, we assessed the adequacy of disclosures provided by Management in the Consolidated Finan-cial Statements. We considered the appropriateness of the defined CGUs within the business and examined the meth-odology used by Management to assess the carrying amount of goodwill assigned to groups of CGUs to determine compliance with applicable IFRS Account-ing Standards. We performed detailed testing, including a test of mathematical accuracy of Managementâs impair-ment tests for goodwill, and challenged the signifi-cant assumptions affecting the future cash flows, in-cluding assumptions related to revenue growth, op-erating margins and discount rates. We used our internal valuation specialists to inde-pendently 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 ap-plied. Finally, we assessed the adequacy of disclosures provided by Management in the Consolidated Finan-cial Statements.</arr:KeyAuditMattersAudit>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s10__7__61" xml:lang="en">Statement on the Management Review Management is responsible for Management Re-view. 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 conclu-sion thereon. In connection with our audit of the Financial State-ments, our responsibility is to read Management Review and, in doing so, consider whether Manage-ment Review is materially inconsistent with the Fi-nancial Statements or our knowledge obtained in the audit, or otherwise appears to be materially misstated. Moreover, we considered whether Management Re-view includes the disclosures required by the Dan-ish 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 Con-solidated Financial Statements and the Parent Com-pany Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act, except for the require-ments in paragraph 99 a related to the sustainabil-ity statement, cf. above. We did not identify any ma-terial misstatement in the Management Review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f1__s10__7__62" xml:lang="en">Managementâs responsibilities for the Financial Statements Management is responsible for the preparation of consolidated financial statements and parent com-pany 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 Account-ing Standards as adopted by the EU and further re-quirements in the Danish Financial Statements Act, and for such internal control as Management deter-mines is necessary to enable the preparation of fi-nancial statements that are free from material mis-statement, 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="f1__s10__7__63" xml:lang="en">Auditorâs responsibilities for the audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an 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 additional requirements applicable in Den-mark 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 ex-pected 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 pro-fessional scepticism throughout the audit. We also: ⢠Identify and assess the risks of material mis-statement of the Financial Statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and ob-tain audit evidence that is sufficient and appro-priate to provide a basis for our opinion. The risk of not detecting a material misstatement re-sulting from fraud is higher than for one result-ing from error, as fraud may involve collusion, forgery, intentional omissions, misrepresenta-tions, or the override of internal control. ⢠Obtain an understanding of internal control rel-evant to the audit in order to design audit pro-cedures that are appropriate in the circum-stances, but not for the purpose of expressing an opinion on the effectiveness of the Groupâs and the Parent Companyâs internal control. ⢠Evaluate the appropriateness of accounting poli-cies used and the reasonableness of accounting estimates and related disclosures made by Man-agement. ⢠Conclude on the appropriateness of Manage-mentâs use of the going concern basis of ac-counting and based on the audit evidence ob-tained, whether a material uncertainty exists re-lated to events or conditions that may cast sig-nificant doubt on the Groupâs and the Parent Companyâs ability to continue as a going con-cern. 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 conclu-sions are based on the audit evidence obtained up to the date of our auditorâs report. However, future events or conditions may cause the Group or the Parent Company to cease to con-tinue as a going concern. ⢠Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial State-ments represent the underlying transactions and events in a manner that gives a true and fair view. ⢠Plan and perform the group audit to obtain suf-ficient appropriate audit evidence regarding the financial information of the entities or business units within the group as a basis for forming an opinion on the Consolidated Financial State-ments and the Parent Company Financial State-ments. We are responsible for the direction, su-pervision and review of the audit work per-formed for purposes of the group audit. We re-main solely responsible for our audit opinion. We communicate with those charged with govern-ance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in in-ternal control that we identify during our audit. We also provide those charged with governance with a statement that we have complied with rele-vant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence and, where applicable, actions taken to eliminate threats or safeguards ap-plied. From the matters communicated with those charged with governance, we determine those mat-ters that were of most significance 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>
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<arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f1__s10__7__65">2025-03-11</arr:SignatureOfAuditorsDate>
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<cmn:NameAndSurnameOfAuditor contextRef="ctx-37" id="f1__s10__7__70" xml:lang="en">Rasmus Friis Jørgensen</cmn:NameAndSurnameOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-38" id="f1__s10__7__73" xml:lang="en">Mads Melgaard</cmn:NameAndSurnameOfAuditor>
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