Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2024-12-31	16115000000	dkk
ifrs-full:Assets	2023-12-31	15510000000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2024-01-01	2024-12-31	5070000000	dkk
ifrs-full:Revenue	2023-01-01	2023-12-31	4061000000	dkk

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   <mrv:StatementOfPolicyForDataEthics contextRef="ctx-1" id="f1__s9__7__22" xml:lang="en">Data ethicsCPH is committed to taking advantage of the possibilities offered by data and digital processes to evolve our services and offerings to our stakeholders.Reporting on Data Ethics policies cf. section 99d of the Danish Financial Statements Act:To ensure due ethical considerations when developing new initiatives, our Data Ethics Policy sets out our standards for accountability, transparency, equal treatment and more. The policy extends beyond legal compliance, setting a framework for safeguarding the development of digital and data-based services and procedures.  We gather and process data in connection with the security in the airport area, and in order to provide various services to passengers, employees and visitors. We follow established procedures for processing personal data as well as systematically monitoring for any issues regarding compliance with these procedures. As and when required, we report data protection issues to the Danish Data Protection Agency in accordance with GDPR and our internal data protection processes. CPH has appointed a Data Protection Officer (DPO) in line with the requirements of GDPR. The DPO monitors our compliance with data protection rules and reports to the Executive Management at least annually, in the event of data breaches and ad hoc if deemed necessary.</mrv:StatementOfPolicyForDataEthics>
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   <mrv:SustainabilityReport contextRef="ctx-1" id="f1__s9__7__24-1" xml:lang="en">Sustainability statementIntroducing:  CSRD in a CPH contextWhile we have been working on reducing our environmental impact for decades, our engagement with the Corporate Sustainability Reporting Directive (CSRD) has deepened our understanding of factors critical to our strategic success in both the short and long term.The CSRD has provided a framework that allows us to define a clear strategic direction for sustainability throughout the organisation, effectively linking our business goals with our environmental and social responsibilities. This integrated approach helps us assess the sustainability impact of our activities and services, driving continuous improvement in efficiency and minimising any negative effects of our business model..In this first CSRD-compliant sustainability statement, we have strived to meet all quantitative and qualitative disclosure requirements, guided by the European Financial Reporting Advisory Group's imple-mentation principles. Throughout this report, we have sought to maintain a balance between regulatory compliance and meaningful disclosure, maintaining a high level of transparency about our envi-ronmental and social impacts.Datapoints, from the European Sustainability Reporting Standards (ESRS), considered material under the double materiality assessment and mandatory disclosure requirements are included, with some elements scheduled for phased reporting in 2025 and 2027. Additionally, the report comprises information for communicating on progress to the UN Global Compact and underlines CPH's ongoing commitment to the principles on human and labour rights, environ-ment and anti-corruption. GeneralIn order to make this sustainability statement as clear, transparent and easy to everyone to navigate, we have followed the guidelines provided in the ESRS. Firstly, we present the general reporting for a sustainability statement (requirements laid down in ESRS 2), followed by the requirements laid down in the ESRS topical standards considered material for CPH for the reporting year 2024.ESRS 2  General disclosuresAs previously stated, our approach to disclosing the requirements laid down by the CSRD follows the structure set out in the ESRS. We have chosen to systematically address each requirement, enabling readers to easily navigate and compre-hend our sustainability framework. Each section has therefore been designed to provide transparent insights into how sustaina-bility considerations are embedded within our organisational framework and decision-making processes. The sustainability statement covers key elements, including our governance structure, business strategy integration, policies and targets, as well as consideration of impacts from activities across our value chain. Following the general requirements under ESRS 2, we present detailed disclosures aligned with the topical standards across Environmental, Social and Governance dimensions. The Environmentalsocial and governance matters. Reporting and internal controls for sustainability matters follow the same internal governance structure as reporting on other subjects, reporting first to the Executive Management and, when the subject merits, to the ARMC and the Board of Directors.CPH is currently establishing a structure for the reporting of due diligence and the effectiveness of sustainability-related impacts, risks and oppor-tunities (IROs) similar to the set-up we have for enterprise risk management issues.Both the Board of Directors and the Executive Management have a thorough and extensive knowledge of the operation of an airport, and are therefore in a good position to evaluate the effects of the IROs identified as part of the double materiality assessment (DMA). For a description of the governance structure set up specifically for the DMA process, cf. section "ESRS 2-IRO-1: Descrip-tion of the process to identify and assess material impacts, risks and opportunities" on page 45. Given their extensive knowledge of the aviation industry and experience from other listed compa-nies, the Board of Directors is well-positioned to evaluate sustainability matters relating to our products and services.In 2024, the Board of Directors consisted of six shareholder-elected members, of whom two (33%) were considered independent. For more detail on the Board of Directors and the Executive Management, including their roles, composition and experience, please refer to the respective sections on page 30 of the Management's review. Gender distribution and targets for both the Board of Directors and the Executive Management are described on page 94.     ESR S  2  GOV-2  Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodiesOn a regular basis, material IROs and develop-ments therein are reported to the Executive Management, and subsequently to the ARMC and the Board of Directors.In 2024, the Board of Directors considered all material IROs as part of the review of the mate-riality assessment. An overview of material IROs is included in this sustainability statement in the IRO-1 section on page 48.    ESR S  2  GOV-3  Integration of sustainability-related performance in incentive schemesE1 Disclosure requirement related to ESRS 2 GOV-3The remuneration policy for the Executive Management is strategically designed to align compensation with our organisational objectives, with a primary focus on ensuring long-term sustainable business development and creating lasting value for shareholders.CPH’s compensation framework integrates sustainability performance metrics to drive stra-tegic alignment. The Executive Management's incentive schemes encompass both environmental and social objectives, including the development of a comprehensive renewable energy strategy (development of a renewable energy plan to facil-itate our 2030 net zero goal in own operations). Additionally, we emphasise fostering an equitable and inclusive organisational culture while main-taining a zero-fatality workplace safety record. Total remuneration of the Executive Management in 2024 was DKK 18.6 million. The proportion of total remuneration to the Executive Management in 2024 linked to climate-related performance goals was DKK 0.8 million, or 4.2%.Total variable remuneration of the Executive Management in 2024 was DKK 7.9 million, and the proportion of variable remuneration to regis-tered Executive Management in 2024 linked to all sustainability-related performance goals was DKK 1 million, or 13%.The Remuneration Committee provides govern-ance by annually reviewing and approving these incentive schemes, ensuring their continued rele-vance and effectiveness. This systematic approach guarantees that our compensation strategy remains aligned with our broader organisational mission and sustainability objectives. For a comprehensive detailed description of management remuneration and incentive struc-tures, please refer to the Remuneration Report:  www.cph.dk/en/about-cph/investor/remuneration    ESR S  2  GOV- 4  Statement on due diligenceA table outlining CPH’s application of due dili-gence for people and environment as well as the location in the Sustainability statements is included on page 120.     ESR S  2  GOV-5  Risk management and internal controls over sustainability reportingTo mitigate the inherent risk of material misstate-ments arising from potential human error or data incompleteness, we have established internal control systems to manage sustainability reporting risks through clear targets, policies and controls, which going forward will be monitored and improved through an annual risk assessment to identify potential errors based on materiality, complexity and likelihood of mistakes. Reporting on controls will be carried out periodically in accordance with our internal controls set-up for financial reporting. Our control framework includes evaluating key sustainability reporting areas, reviewing existing controls and adding new ones where needed. We have implemented a structured sustainability governance process, including ARMC oversight, and have established accounting methodologies in line with ESRS requirements for sustainability information. Controls are continuously tested, and we have established an ongoing evaluation of material aspects of sustainability reporting. This includes regular reassessment of existing controls and identification of additional measures within our processes at least once per year. Throughout this process, we maintain a strong commitment to ensure the accuracy of both our financial and sustainability reporting.Strategy    ESR S  2  SBM -1  Strategy, business model and value chainOur value chain is illustrated on page 42, based on information gathered across multiple functions within CPH, each of which contributed detailed knowledge throughout the materiality assess-ment. As described in further detail in the section on our business model (cf. pag e 11 of our Manage-ment review), CPH's business spans both infra-structure and services relating to air traffic in our locations in the Greater Copenhagen area. This also includes rental and concession income from  leasing out properties at the airport, passenger and employee parking, and cargo and passenger air traffic.  As of 31 December 2024, the total number of employees at CPH came to 2,835 (headcount) and total net revenue to DKK 5,070 million. CPH oper-ates within two sectors as classified by EFRAG: Other transportation, which covers the operation of the airport and parking, etc., and Real Estate comprising our other concession activities and services. For a detailed specification of the Group revenue, please refer to note 2.2 Revenue on page 147. It is a strategic priority for CPH to continuously work towards a reduction of our impact on the environment, as well as the related social impacts. Stakeholders, including passengers, local commu-nities and partners, have been involved in the development of the sustainability strategy by proxy through surveys and various forums hosted by CPH. Going forward, we will seek to increase the involvement of relevant stakeholders in our  sustainability efforts.Our sustainability strategy contains three programmes centred around our operations in Copenhagen and Roskilde: Circularity, Envi-ronmental Impacts and Decarbonisation. Each programme encompasses a number of focus areas and targets aimed at a more environmentally sustainable airport.CircularityWe want to operate and develop CPH with respect for the earth’s finite resources. We have set targets to drive the organisation towards a more circular operation, and we strive to use less, better and for longer.Environmental ImpactsEnvironmental compliance serves as CPH's licence to operate. However, we are committed to working beyond regulatory demands. We want to reduce both our direct and indirect impacts on the environment and local communities in all aspects of our operations, including impacts on noise levels, local air quality and nature.DecarbonisationDecarbonising the aviation industry is a significant challenge, and the journey towards a net zero airport is complex with many unknowns. CPH is committed to achieving net zero emissions from our own operations by 2030. Our long-term target is to achieve net zero emissions across the value chain by 2050, recognising this is subject to technological improvements in how external parties to CPH operate. This is further elaborated on in E1-1 on pages 61-62.    ESR S  2  SBM -2  Interests and views of stakeholdersOur engagement with stakeholders is an essen-tial part of our day-to-day business. We work closely with our partners to create the best possible airport experience for our passengers and customers, and with all of our stakeholders on our commitment to a more sustainable airport, with everyone contributing to our overall goal.  Stakeholder engagement provides understanding of material matters and forms the basis for devel-oping solutions and initiatives in our processes to enable a more sustainable operation. Interaction with stakeholders remains an organic process where views are exchanged between CPH and key stakeholders, allowing continuous calibration of the strategy based on knowledge gained from this interaction. Engagement with employees and their repre-sentatives plays a key role in shaping our human resources strategy. Employee feedback is incorpo-rated into the development and implementation of HR initiatives, and collaboration with workers’ representatives ensures alignment on employment terms and conditions. Our strategy is determined by the Board of Directors with input from the entire organisation.  With regard to our sustainability impacts, the Board and the Executive Management are informed about the views and interests of affected stakeholders on sustainability through the presentation of the double materiality assess-ment, regular surveys and dialogue sessions with key stakeholder groups, such as employees, local communities, customers, suppliers, and regulatory bodies. We engage actively with stakeholders across our organisation in the daily operation of the airport, in our health and safety work, and in our interac-tions with our value chain, including with workers on our construction sites and with technical infra-structure suppliers providing systems, etc. that support our day-to-day efforts.So far we have not identified any need to adjust the strategy or business model as a result of our stakeholder engagement.The following table depicts how we engage with our key stakeholders as well as the outcome of these engagements. Stakeholder engagementKey stakeholders Engagement Purpose of engagement Outcome from engagementPassengers, business We engage with our passengers and customers/business part-Aligning our business goals to drive mutual success.  · Long-term development of partnerships with tenants and airlines, partners and customersners through a variety of channels. In the case of passengers, we building trust and enabling investments in long-term solutions and interact through surveys and online information on flights, etc. investments  · Establishing innovative solutions to enhance the passenger experi-We foster a strong partnership with our business partners/ence.customers. The collaboration with this group of stakeholders is  · Providing seamless travel through the airport for our passengers. implemented through regular strategic meetings and day-to-day management of the close relationships within the ecosystem of companies operating in the airport.Employees We engage with our employees through surveys, day-to-day We strive to foster a collaborative and meaningful workplace  · Health and safety performance. communication and training.through leadership communication, training and personal devel- · Employee satisfaction. opment, where employees feel safe to raise concerns and suggest  · Training and development. improvements to the current state of affairs. · Fostering a culture of business integrity. Suppliers Our communication with suppliers takes place through ongoing Ensuring a respectful working environment. · Streamlined supplier expectations and enabling efficient operationsnegotiation of contracts, our Supplier Code of Conduct and Compliance with our Code of Conduct. · Informed selection of suppliers.continuous feedback and interaction on ongoing supplier relation-Continously working to improve access to the airport through both ships.private and public transportation partnerships.Government/regulators Continous dialogue with policymakers/government officials Balancing the future need for airport capacity in Copenhagen to  · Ensuring regulatory compliance, creating value and mitigating risks. relating to environmental requirements,  future capacity levels, etc.meet public demands. · Promoting a sustainable expansion of CPH and the route network Ensuring compliance with environmental requirements.from Denmark. · Aligning our business model and strategy.Industry bodies Participation in relevant boards under the trade organisations DI Providing and obtaining relevant input for airports and the aviation  · Providing input on proposed policies through public consultations, and DE, and participation in public consultations.industry.and building relationships.Owners We engage with owners through the Annual General Meeting. Enhancing transparency and alignment.  · Aligning sustainability strategy, targets and performance.Our major shareholders also seek engagement via appointed representatives through e.g. board meetings and the quarterly and annual reporting process.Local communities We engage with local communities through public meetings, social Addressing community concerns, answering questions and  · Support of local projects and fostering positive interactions  with media and consultations.providing feedback. local communities.    ESR S  2  IR O -1  Description of the process to identify and assess material impacts, risks and opportunitiesIn preparation of this report we conducted our first DMA in compliance with ESRS requirements, subsequently enhancing this through a strategic review in 2024. To ensure methodological rigour and assessment objectivity, CPH engaged with an external consultancy firm to establish standard-ised and objective criteria and thresholds prior to scoring impacts, risks and opportunities (IROs). Identifying material sustainability matters and disclosure requirements As an initial step in determining material impacts, we conducted targeted interviews with key internal subject matter experts Sub (SMEs) across our organisation to identify actual and potential IROs throughout our value chain. These experts in some cases acted as proxies to provide insights from the perspectives of suppliers, investors and employees. The evaluation of the individual IROs identified also took into account any known dependencies CPH has on outside factors that could potentially affect our business model.  We validated our findings against SASB industry standards to ensure comprehensive coverage of sector-relevant IROs in alignment with ESRS 1, AR 16 requirements.We conducted a systematic alignment process mapping our IROs to ESRS standard subtopics. Each subtopic was then cross-referenced with EFRAG's implementation guidance to identify applicable disclosure requirements. Finally we vali-dated the relevance and applicability of individual datapoints to ensure focused reporting.Stakeholder engagement in the 2024 double materiality assessment CPH has several dedicated teams of specialists with comprehensive expertise in the sustainability matters listed in ESRS 1, AR 16, and regularly conducts both passenger surveys and community engagement studies to collect insights from these stakeholder groups. The results of these were taken into consideration in the materiality assess-ment. A key assumption in 2024 was that SMEs acting as proxies when, based on the day-to-day interac-tion, they would be able to appropriately convey views and opinions of the external stakeholders.  CPH leveraged our internal climate expertise through dedicated SMEs to assess climate-  related IROs in the short, medium and long term. The definitions of short, medium and long term considered are in line with those advised by the CSRD:  · Short term: up to one year · Medium term: from one to five years  · Long term: more than five yearsWhile a climate-related scenario analysis was not conducted, the assessment of physical risks and the identification of transition risks was, however, based on in-house expertise and knowledge of CPH, as well as principles from the Greenhouse Gas (GHG) Protocol, allowing a systematic evalua-tion of climate mitigation and adaptation require-ments across our operational landscape and value chain.The materiality assessment specifically focused on activities with a heightened risk of adverse impacts. This included examining pollution and biodiversity risks linked to the historical impact of PFAS. Although CPH operates exclusively in Denmark - a country with a low risk of corruption according to the Transparency International 2024 Corruption Perception Index - the assessment addressed the potential for human rights violations and the risk of corruption and bribery given the inherently higher risks associated with the construction industry.Materiality scoring approach and threshold settingCPH implemented a structured materiality assessment process through a series of targeted workshops. This resulted in a systematic scoring framework aligned with our current enterprise risk management methodologies, establishing standardised impact and financial materiality thresholds. Where applicable, the scoring was aligned with the scores and thresholds used in our ERM framework. As such, sustainability matters are supported by established due diligence processes, such as supplier commitments and policy frame-works. In this process, we adapted the scoring mechanism to reflect our existing controls framework for both impacts and financial mate-riality. All IROs underwent gross-level scoring assessment, utilising established criteria to ensure consistent evaluation across the organisation.Cross-functional SME validation workshops were held to evaluate and finalise determinations of material IROs. Materiality assessment  Impact materiality scoring was based on an average of severity and likelihood of an impact. Severity is a construct of the underlying parame-ters of scale, scope and irremediability (based on whether an impact is positive/negative and actual/potential). For human rights impacts, severity was enhanced.Financial materiality scoring was based on multi-plying the magnitude of the potential financial effect by its likelihood.Activities resulting in a negative impact on either people or the environment were considered in the financial materiality assessment to assess whether they were financially material. A sustainability matter was deemed material if at least one IRO was considered material, and double materiality was determined for a sustainability matter if rele-vant IROs scored above threshold for both impact and financial materiality. For a list of all material IROs identified for CPH, please refer to section ESRS 2 IRO-2 on page 47.  Governance and internal controlsIn parallel with conducting the materiality assessment, CPH established a new governance structure for determining material sustainability matters. These matters are assessed by SMEs and/or brought to the attention of the Sustainability department, which acts as an anchor for sustaina-bility matters in general. The materiality assessment and its results are conclusively presented to the Executive Manage-ment and the ARMC/Board of Directors for sign-off on the results. The results of the mate-riality assessment are compared with CPH’s enterprise risk management system and strategic framework to ensure the sustainability matters are reflected in CPH’s efforts and risk mitigation. On page 40 we have included a description of our internal controls over sustainability reporting. The prioritisation of sustainability matters is supported by qualitative and quantitative data collected by CPH and appointed third parties. Regulation that CPH is in scope of also directs the prioritisation of sustainability matters.   The DMA will be reviewed annually and strategic focus areas will be revisited accordingly. Disclosure requirements related to ESRS 2 IRO-1 E1 - Climate changeIn 2024, as part of CPH's materiality assessment, climate-related IROs were identified and assessed in alignment with ESRS requirements. The process involved evaluating CPH’s GHG emissions and their effects on climate change, with a particularfocus on direct emissions from CPH's operations and value chain. Climate-related physical risks were assessed by examining how CPH’s operations and assets, both upstream and downstream, might be exposed to such risks.Additionally, CPH considered climate-related transition risks and opportunities within our operations and value chain, identifying potential transition events and analysing their potential impact on CPH’s business model.The materiality of these risks was evaluated with input from internal SMEs, who acted as proxies for external stakeholders. The results of the assessment were reviewed and validated by senior management.E2 - Pollution, E3 - Water and marine resources, E4 - Biodiversity and ecosystems and E5 - Resource use  and circular economy During CPH's materiality assessment, interviews with SMEs were conducted to identify and assess actual and potential IROs related to pollution, biodiversity and resource use stemming from CPH’s business activities, screening all assets and activities across the entire value chain. Site-spe-cific locations were assessed comprising Copen-hagen and Roskilde airports. Affected communities were not directly consulted, regarding IROs, but surveys of those affected communities did inform the process. The identification and assessment of biodiversity and ecosystem dependencies, as well as transition and physical risks, were not included in the scope of this assessment, nor were considerations of systemic risks. As a result of the DMA process, E3 was not considered material for CPH.G1 - Business conductThe identification of IROs related to business conduct matters involved mapping key activities and locations within CPH’s own operations and value chain. This process focused on areas with elevated potential risks or impacts, including bribery, corruption and human rights violations. Impact, risk and opportunity management    ESR S  2  IRO-2  Disclosure requirements covered by the sustainability statement and datapoints deriving from other EU legislationA table outlining material disclosure requirements can be found on page 122. A table outlining datapoints from cross-cutting and topical standards that derive from other EU legislation can be found on page 125.     ESR S  2  SBM - 3  Material impacts, risks and opportunities and their interaction with strategy and business modelThe results from CPH's double materiality assess-ment have helped us identify our material impacts on the environment and society (impact materi-ality), alongside our material sustainability-related risks and opportunities (financial materiality). The outcome of our materiality assessment is presented at an aggregated level by ESRS topic.The ESRS topics triggered by the materiality assessment are E1, E2, E4, E5, S1, S2, S3, S4 and G1, of which only S3 is double material.The identified environmental impacts are closely linked to the strategic efforts encompassed by our sustainability strategy, which is described further on page 61. Some of the environmental impacts are also reflected in the identified social and governance impacts. It was important for us to ensure that our identified IROs comprise a hollistic presentation of our responsibility as an organisation.The underlying material IROs identified during the materiality assessment are all covered by ESRS disclosure requirements and are presented in the following pages, including both an explanation of where the IROs are located in our value chain (own operations, upstream, downstream) and the time horizon (short, medium and long term). The material IROs are also presented briefly at the beginning of each ESRS topic section, thus guiding the reader throughout the sustainability statement. CPH has not estimated the anticipated financial impacts of the listed IROs.EnvironmentLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E1 -  Climate change:  Climate change mitigationGHG emissions from construction projectsActual   Construction materials used in our infrastructure projects contain negative  significant amounts of embodied carbon, which arise from mining, impacttransportation and manufacturing. The use of these materials contrib-utes to global warming.  This actual negative impact arises in our upstream value chain and first occurs in the short term.  The current impact is reflected in a reliance on high embodied carbon construction materials, the cost of which may increase in the future, thus increasing the cost of our infrastructure projects.  We are seeing a shift towards sustainable building materials in the construction sector. As a consequence, we are further investigating how best to implement lower-carbon materials in our construction projects. Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E1 -  Climate change:  Climate change mitigationGHG emissions from aircraft operationsActual     Aircraft operations generate significant GHG emissions. These emis-negative  sions result from the combustion of fossil jet fuel and contribute to impactglobal warming. Aircraft emissions constitute the vast majority of our total GHG footprint.   This actual negative impact arises in our downstream value chain and occurs in the short term.   To address this impact, we are working to strengthen our engage-ment with airlines and the air traffic service provider to implement more fuel-efficient traffic management protocols. Moreover, we are contributing to research and development in low-carbon aviation and preparing our infrastructure for aircraft powered by low-carbon propellants.  EnvironmentLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E1 -  Climate change:  Climate change mitigationGHG emissions from ground transportation at,  Actual     to and from the airportsnegative  The use of fossil fuel vehicles and equipment in our operations as well impactas the transportation of passengers and employees to and from the airports by road and rail generate significant GHG emissions. These transportation activities contribute to global warming and account for a significant proportion of our total GHG emissions.This short-term, actual negative impact is present across our entire value chain, encompassing both our own operations and the broader systems of ground transportation connecting the airports. As societal and regulatory expectations for greener mobility solutions increase, relying on fossil fuel-based modes of ground transporta-tion poses operational challenges and reputational risks. We are addressing our ground transport emissions as part of our broader climate change mitigation strategy, focusing on decarbonising our vehicle and equipment fleet while making policy adjustments and investments that support low-carbon surface access transportation to and from the airports. We are working to mitigate this impact by decarbonising our vehicle and equipment fleet, expanding our publicly available EV charging infrastructure, and implementing incentives for low-emissions taxis.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E1 -  Climate change:  Energy consumptionGHG emissions from energy used in buildings and  Actual   IT infrastructure operationsnegative  The operation of CPHs’ buildings and IT infrastructure consumes impactsignificant amounts of energy, generating GHG emissions that contribute to global warming. Key contributors include the continuous power and cooling requirements of data centres and telecommuni-cation services, as well as energy-intensive building operations such as heating, ventilation and air conditioning. Energy sources include electricity, district heating and natural gas.  This actual negative impact is concentrated within our own opera-tions, encompassing assets owned and operated by Copenhagen Airports A/S as well as assets leased to other parties.  Reliance on energy-intensive systems poses challenges, including increased operational costs, dependency on non-renewable energy sources, and elevated reputational risks as societal expectations for energy efficiency and decarbonisation intensify. As such, we are prioritising energy efficiency measures and the decarbonisation of our energy systems in our transition plan. In this regard, we are pursuing procurement and on-site generation of renewable electricity, the phase-out of natural gas heating, and energy efficiency retrofits for our buildings and IT infrastructure.EnvironmentLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E2 -  Pollution:  Pollution of airPollution from aircraft operationsActual      The transportation of both passengers and cargo by plane, a key negative  downstream value chain activity, generates air pollutants that may impactnegatively impact both people and the environment, affecting air quality at a local level while also adding to global pollution challenges.Air pollution levels have been and continue to be monitored to address local air quality at and around the airports, particularly as most of the air pollution is generated from aircraft during landing and take-off. While these efforts monitor local impacts, the global nature of air travel means that pollutants are dispersed across countries, making mitigation efforts particularly challenging. Addressing these pollutants requires long-term investment and exten-sive international collaboration with airlines and regulators to develop solutions such as sustainable aviation fuels. The actual negative impact is considered widespread and is concen-trated in the downstream value chain. To address this impact, we will continue working with downstream partners and implement our air quality plan, which includes monitoring and identifying areas for improvement regarding the sources and impacts of emissions on air pollution.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E2 -  Pollution:  Pollution of waterPollution of water caused by air- and landside maintenanceActual     Air- and landside maintenance involves cleaning activities that can negative  cause water pollution. impactDownstream value chain activities include plane washing and de-icing operations. Anti-icing fluids further compound this issue due to the inclusion of polymeric thickeners.Precipitation run-off from large asphalt surfaces increases the risk of these chemicals infiltrating the ground and potentially contaminating groundwater.  This actual negative impact is concentrated within our own opera-tions, as we run the facilities, and particularly in maintenance activities involving large-scale water use and chemical handling. The impact is considered systemic.The large-scale use of chemicals and their potential infiltration into groundwater and nearby marine environments require stringent management practices. This short-term impact highlights the need for effective water and chemical handling systems to mitigate environ-mental harm while meeting operational demands.EnvironmentLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E2 -  Pollution:  Pollution of soilSoil pollution from maintenance and construction activitiesActual     The maintenance and construction of air and landside facilities negative  contribute to systemic and widespread soil pollution. Pollution sources impactinclude oil contamination that originates from e.g. fuel lines, leaking oil tanks and oil spills from diesel and petrol vehicles. Degreasing aircraft parts with chlorinated compounds and using propylene glycol for de-icing activities also generate soil contamination.Despite the fact that we phased out all use of PFAS compounds in firefighting foam in 2008, the long-term presence in the environment entails an additional ongoing impact on soil quality.This actual negative impact is concentrated within our own opera-tions, including construction and maintenance activities, but has the potential to affect surrounding soil and areas further away through run-off and leaching.CPH controls all surplus soil in connection with all the airports' building and construction works. According to the Danish Soil Pollution Act, CPH has an obligation to report detected soil contami-nation to the authorities. As a general rule, we always voluntarily carry out the clean-up of detected soil contamination.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E4 -   Biodiversity and ecosystems:  Impacts on the state and condition of ecosystemsPotential effects on ecosystemsPotential       Activities conducted by CPH and our business partners, both at negative  the Copenhagen and Roskilde sites and across scope 3 value chain impactoperations, contribute to pollution of soil, water and the climate, which negatively affects the extent and condition of ecosystems. Key activities causing this potential widespread impact include construc-tion projects, raw material sourcing, fuel supply, and the maintenance of air- and landside infrastructure. These activities disrupt natural habi-tats, degrade ecosystem services and contribute to biodiversity loss.This potential negative impact spans the value chain, encompassing our own operations as well as the upstream and downstream value chain. It first occurs in the short-term time horizon.EnvironmentLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E4 -  Biodiversity and ecosystems:  Impacts on the state of speciesWildlife management of air and landsideActual     As an operating airport, flight safety remains our highest priority, and negative  consequently wildlife control is a critical component of our operational impactsafety measures aimed at minimising risks posed by wildlife near critical airport facilities. Efforts to reduce the risks posed by animals in and around the airport have direct consequences, causing an actual negative impact in our own operations on the state of local species. This impact is considered systemic.The need for wildlife control presents a conflict between operational safety requirements and environmental/ecological impacts. While critical for ensuring passenger and aircraft safety, these activities negatively affect the state of local species, potentially leading to biodiversity loss. The efforts to regulate wildlife are extensive, and non-lethal measures are prioritised to reduce our impact on the local wildlife. We conduct extensive monitoring of migratory birds both through bird radars and research, as well as aiming to make critical areas uninhabitable for wildlife to reduce the need for lethal responses.Strategies are ongoing to balance operational safety with biodiversity protection, ensuring wildlife management practices are as sustainable and non-invasive as possible.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E5 -  Resource use and circular economy:  Resource inflows, including resource useResource use for construction and operation of infrastructureActual     CPH’s construction and renovation projects, including the develop-negative  ment of terminals, air- and landside areas, tarmac, parking facilities, impactshopping centre and hangars, result in an actual negative and systemic impact due to the significant consumption of natural resources. These projects require large quantities of materials, which contributes to the depletion of finite resources and results in notable environmental impacts during the production and sourcing phases. Ongoing operation and maintenance of buildings and infrastructure require resources to sustain functionality. While operational impacts are smaller in scale compared to the initial construction phase, they represent an important focus area for improving resource efficiency and reducing environmental impacts.Operationally, maintaining resource efficiency during the lifecycle of these projects is critical to reducing long-term environmental impacts.These impacts are distributed across our upstream value chain, which includes the sourcing and manufacturing of construction materials, as well as transportation to the site, plus our own operations, which include the use of materials for maintenance and refurbishment activities.Environment Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E5 -  Resource use and circular economy:  WasteWaste managementActual       Waste management is a critical component of our operations and negative  value chain, playing a pivotal role in advancing the circular economy impactthrough the separation and recovery of reusable materials such as paper, plastic, glass, metal and organic waste. However, waste gener-ation presents an actual negative and systemic impact due to chal-lenges in ensuring proper sorting and recycling practices throughout our entire value chain. A significant proportion of waste originates from the commercial airport shopping centre (CASC), where the diverse international customer base makes it difficult to ensure consistent waste sorting. Shops within the airport also generate substantial volumes of waste, compounding the challenge of effective waste management.The current gaps in waste sorting and recycling practices represent a challenge to our ability to meet our recycling targets, posing both operational and reputational challenges. Inefficient waste handling increases the environmental footprint of airport operations andcreates missed opportunities to recover valuable materials for recy-cling.To support our efforts, we have introduced actions to meet our target of increasing recycling rates by 5% by the end of 2025.SocialLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 -  Own workforce:  Working conditions - health and safetyRisk of accidents, injuries and managing occupational healthActual    Our workplace safety strategy, developed by our health and safety negative officers, mitigates health and safety risks and impacts by tailoring impactpreventive measures to the specific risk levels of different job func-tions, with a particular focus on protecting employees in high-risk roles. A safe and healthy workforce is vital to ensuring efficient and smooth operations. Working in an airport environment, members of our work-force are exposed to health and safety risks due to the nature of their roles. Employees and non-employees working in security, construc-tion, maintenance and cleaning face risks of injury from performing tasks air- and landside.This actual negative impact is considered systemic. SocialLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 -  Own workforce:  Equal treatment and opportunities for all Gender underrepresentation across own workforce and within Actual    managementnegative Underrepresentation of women in leadership roles could lead to a impactperception that the workplace environment is not gender-inclusive, offers fewer opportunities for women to progress and perpetuates gender inequity. These factors can negatively affect the wellbeing and job satisfaction of women in the workforce and thus this impact also has systemic elements. It is our view that a diverse and inclusive workforce fosters innovation productivity, and we therefore consider diversity and inclu-sion to be central to achieving our strategic goals, making diversity, equity and inclusion (DEI) a key strategic focus for CPH.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 -  Own workforce:  Equal treatment and opportunities for allTraining and skills development initiatives support professional Actual    development of our own workforcepositive Maintaining a highly skilled workforce is central to delivering safe, effi-impactcient and effective services, especially given the complexity of the airport environment. We have several academies dedicated to creating training material to support skills and knowledge growth across the organisation. This includes an academy focused solely on upskilling and training of security staff. Through targeted training and development initiatives, as well as through continuous learning opportunities and upskilling, we consider our contribution to these impacts to be actual positive in our own oper-ations. It is important for us to benefit our employees through continued skills and professional development, improved job satisfaction and enabling career advancement opportunities at CPH. It is important for us to support employee retention and talent attraction. SocialLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 -  Own workforce:  Equal treatment and opportunities for allEmployees with particular characteristics Potential   may face invisible barriers at worknegative We support equal opportunities and inclusion across all types of diver-impactsity as part of our diversity and inclusion strategy: everyone should feel able to be themselves at work. However, some members of our workforce may face barriers as a result of their personal characteristics or circumstances. As an organisation, we must keep in mind that if we do not successfully provide an inclusive workplace for our employees, individuals may experience unconscious or conscious bias because of their gender identity, race or sexual orientation. Providing an inclusive workplace where everyone can access equal opportunities and unlock their full potential is therefore a central part of our people strategy.These impacts are considered systemic and potential.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S2 -  Workers in the value chain:  Working conditionsRisk of accidents, injuries and managing occupational health Actual      for value chain workers at CPH sitesnegative Working in an airport environment, value chain workers (workers impactmaterially impacted by CPH are workers who work at the airport sites but are not part of our own workforce) are exposed to occupational health and safety risks carrying out their work. Workers are always encouraged to adhere to safety practices, and those working at CPH sites cooperate closely with our Health and Safety Organisation.  Impacts could include injury from the use of heavy equipment, acci-dents due to mechanical failure or human error for cargo workers, or chronic health conditions resulting from air pollution and silica dust inhalation for workers involved in construction. The effects of health and safety impacts on individuals and on CPH are considered systemic. The impacts are described in S1 Working conditions on page 96.All workers who could be materially impacted are included in the scope of this disclosure. CPH's value chain includes activities and services vital for operating the airport, such as those related to cargo handling and operation of flights, and shops in the shopping centre. In these situations, workers in the value chain must adhere to safety practices, but are still exposed to occupational health and safety risks carrying out their work due to the nature of their roles. The value chain workers may therefore also be affected by our own operations.SocialLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S2 - Workers in the value chain:  Working conditions (continued)Where CPH is engaged in construction activities relating to new Actual      buildings and maintenance work, where the inherent risk of accidents negative is higher, we have a responsibility to promote and ensure health and impactsafety on the construction sites.This actual negative impact is considered individual in nature and therefore systemic.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S3 -  Affected communities:  Communities' economic, social and cultural rightsContamination of groundwater from historic discharge of PFAS Actual    (perfluorinated alkyl acid compounds)negative CPH’s historic use of PFAS in foam used in fire drills has contaminated impactthe soil in the areas where the drills were held. Voluntary efforts to contain this pollution have shaped CPH’s environmental initiatives. The environmental impacts and corresponding efforts to address PFAS are described in E2.This actual negative impact is considered an individual incident, which occurred in our own operations and affects communities around our airports, and therefore considered systemic. We have implemented a PFAS action plan in collaboration with Tårnby and Dragør Municipali-ties to prevent the spread of the contamination. We have also estab-lished a treatment plant for contaminated surface water at Roskilde.SocialLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S3 -  Affected communities:  Sector-specificAir and noise pollutionActual    We acknowledge that air transportation causes noise-related impacts negative for the local communities around the airports (neighbours). Subse-impactquently, we are aware of our responsibility to adequately manage noise pollution and do our part to minimise our impacts to maintain a good relationship with our neighbours and continue to uphold our licence to operate. We work closely with the Danish Environmental Protection Agency to ensure we meet regulatory requirements. Communities affected by these material impacts are communities that live or work around our airports.This actual negative impact and its associated risk, which are located downstream in our value chain, could materialise in the long term and are considered systemic. They affect local communities in the vicinity of our airports.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S4 -  Consumers and end-users:  Personal safety of consumers and/or end-usersPassengers are exposed to health, safety and security risks Potential while using the airportsnegative Ensuring the safety of passengers is fundamental. However, like impactmembers of CPH’s own workforce and contractors working at the airports, passengers are exposed to health, safety and security risks. We have an in-house Security department, which allows us to respond quickly to feedback when refining our safety and security policies and procedures. Safety is of paramount importance to CPH, and we work tirelessly to ensure the safety and security of everyone at our airports. Read more about our efforts and actions from page 112. This negative potential impact is considered systemic and is located throughout our entire value chain.GovernanceLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS G1 -  Business conduct:  Political engagement and lobbying activitiesPolitical engagement activities can contribute to positive Potential     societal impactspositive We actively participate in discussions about transportation, mobility, impacttourism, economic growth and critical infrastructure. Through our engagement activities, we hope to influence policy and new legisla-tion towards positive environmental, social and economic outcomes. This potential positive impact is located across our value chain and could materialise in the medium/long term. As a highly regulatedoperation, these outcomes could affect our business model,strategy and decision-making. We respond to this effect by takinga transparent approach to political engagement.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS G1 -  Business conduct:  Corruption and bribery Risk of unethical behaviour in the construction services industryFinancial Risk   We have limited direct business outside Denmark and therefore consider our overall corruption risks to be low. However, the construction services industry faces elevated business conduct risks relating to activi-ties including procurement, project financing and permitting. The materiality assessment identified a material business conduct and corporate culture risk related to our construction activities. This risk could materialise in the short term and is concentrated within construc-tion activities in our upstream value chain. We have an established Employee Code of Conduct and a Supplier Code of Conduct to foster a culture of compliance and ensure that high standards of integrity are upheld within our operations and across our value chain. We have also established a whistleblower mechanism to mitigate this risk. This is accessible to all stakeholders and available on our website.As a highly regulated, public company providing vital infrastructure services, it is paramount that we maintain a good reputation and good relationships with key stakeholders.This risk could materialise in the short term and is concentratedwithin construction activities in our upstream value chain. EnvironmentAs an operating airport, our environmental impacts are a key focus in our sustainability strategy. As our materiality assessment confirmed, environmental sustainability matters comprise many of our impacts. In the following sections, we elaborate on our strategic efforts to address these impacts.Four of the five environmental ESRS standards were triggered in the materiality assessment, so this section will include disclosures concerning climate change, pollution, biodiversity and ecosystems, and resource use and circular economy. E1 Climate changeAt CPH, we recognise our role in mitigating climate impacts and advancing the transition towards a low-carbon future. As a critical hub for international travel, we are committed to reducing our own emissions while enabling a more sustainable aviation industry. We remain committed to achieving net zero emissions from our own operations by 2030, supported by energy efficiency measures and the ongoing transition to renewable energy. Our long-term target is to achieve net zero emissions across the value chain by 2050.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E1 - Climate changeGHG emissions from construction projects Actual negative   impactGHG emissions from aircraft operations Actual negative     impactGHG emissions from ground transportation at, to and  Actual negative     from the airportsimpactGHG emissions from energy used in building and  Actual negative   IT infrastructure operationsimpactFurthermore, we are working closely with part-ners across the aviation value chain to address emissions beyond our direct control, supporting decarbonisation efforts in areas such as sustain-able aviation fuels (SAF), construction and beyond. These efforts align with our broader responsibility to contribute to global climate goals. By integrating climate action into every aspect of our operations and strategy, we are determined to lead by example and support the sustainable tran-sition of the aviation sector for decades to come.Strategy  E1-1    Transition plan for climate change mitigationWe are committed to aligning our strategy and business model with the transition to a sustainable economy and the achievement of a net zero global aviation sector by 2050. Our aim is to play a crucial role in providing low-impact, climate-resilient airport infrastructure, ensuring access to low-carbon aviation fuels and optimising air traffic management for fuel-efficient landing, taxiing and take-off.     Our near-term scope 1 and 2 emission reduction target is aligned with the goals of the Paris Agree-ment, following a more ambitious decarbonisa-tion trajectory than that required to limit global warming to 1.5°C. Our long-term target of achieving net zero GHG emissions across our value chain by 2050 is also aligned with limiting warming to 1.5°C. However, we have not yet set a science-based, near-term scope 3 emission reduction target. Such a target is required in order to anchor our scope 3 decar-bonisation trajectory to a pathway aligned with limiting global warming to 1.5°C. In 2024, we calculated our full scope 3 green-house gas inventory for the first time, establishing 2024 as our scope 3 baseline year. In 2025, we will evaluate our scope 3 decarbonisation levers in greater detail and develop a comprehensive value chain decarbonisation strategy. This will allow us to set a near-term scope 3 emission reduction target and clarify our path to net zero scope 3 emissions by 2050.Our transition plan is built around key actions: · Leveraging low-carbon technologies  · Resource optimisation · Stakeholder engagementWe have identified and prioritised a series of decarbonisation levers to align with our GHG emission reduction targets (see E1-4) and the associated climate change mitigation actions (see E1-3). These measures encompass our scope 1, scope 2 and scope 3 emissions across our opera-tions and value chain. The first critical lever relates to reducing scope 1 and 2 emissions by leveraging lower-carbon technologies in our own operations. This entails replacing our remaining natural gas boilers with district heating and electric heat pumps while accelerating the ongoing electrification of our vehicle and equipment fleet. Moreover, we are ensuring the sustainability of our electricity consumption through on-site solar electricity generation, an offshore wind power purchase agreement, and a portfolio of energy efficiency projects.To manage our supply chain emissions, we will strengthen our approach to supplier engagement and circular resource management, ensuring materials and consumables used in operations and infrastructure projects are utilised efficiently and have documented, lower lifecycle emissions. Circular construction practices, such as prefabrica-tion and reuse of materials, will play a key role in reducing our emissions from facility maintenance and infrastructure projects. In 2025, we will deepen our engagement with airlines and other key stakeholders in efforts to reduce emissions from air traffic operations through the implementation of more fuel-efficient air traffic management protocols. To address ground transportation emissions, we are encouraging sustainable modes of commuting for employees, incentivising low-emission taxis, expanding our EV charging infrastructure, and investigating low-emission transportation solu-tions across our operations and partnerships. In addition to the above GHG reduction levers, we are procuring high-quality, third-party-verified carbon removal credits from the voluntary carbon markets corresponding to our GHG emissions from scope 1, scope 2 and business travel (scope 3 - category 6). For further information about GHG removals and GHG mitigation projects, see E1-7. Our plan integrates these levers into our busi-ness model and strategy, ensuring feasibility and achievability. By leveraging these decarbonisation measures, we aim to meet our emission reduction targets while helping catalyse sustainable devel-opment across our value chain. The transition plan, approved by the relevant administrative and management bodies, is embedded into our overall business strategy and financial planning through our annual strategic and financial planning process. Sustainability policies, actions and targets are approved on an iterative basis and reviewed at the end of each financial year. The Board of Directors has formal-ised risk tolerances in relation to both physical and transition risks. We acknowledge the importance of under-standing and managing potential locked-in GHG emissions from our assets. Our approach to asset management accounts for both economic and climate parameters, ensuring we balance financial prudency with meeting our GHG reduction targets. Our GHG-intensive assets will be replaced with lower-carbon alternatives or decarbonised through the use of renewable biofuels to the extent necessary to achieve our scope 1 and 2 emission reduction targets.Our approach to allocating OPEX and CAPEX to our transition plan is dynamic and responsive. We conduct an annual review and adjustment process during our budget planning cycle, which allows us to maintain flexibility and optimise our cost strategy. By avoiding long-term fixed financial commitments, we remain agile in our investment approach and can continuously refine our allo-cation strategy, ensuring we pursue the most cost-effective pathway towards achieving our objectives. Hence we have not fully quantified the OPEX and CAPEX needed to execute our transi-tion plan. In 2025, we will formalise and clarify this proce-dure to more precisely identify and track invest-ments that directly contribute to our transition goals. We will introduce criteria for evaluating and selecting decarbonisation investments, providing greater transparency and accountability in how we direct our OPEX and CAPEX towards our tran-sition plan. This approach will allow us to make increasingly targeted and measurable investments in line with our long-term sustainability goals. Due to the nature of our business, alignment with the EU Taxonomy criteria remains difficult, but with the continued implementation of the transi-tion plan we expect to see higher alignment levels in the years to come. For more detail on how we classify our OPEX and CAPEX in accordance with the EU Taxonomy, see page 84. CPH has made significant progress in imple-menting the transition plan. Since 2019, we have reduced our combined scope 1 and 2 (market-based) emissions by 7.5%, owing primarily to increased electrification, a range of energy-ef-ficiency measures, and on-site solar electricity production. CPH is not excluded from the Paris-aligned bench-marks.Impact, risk and opportunity management  E1- 2    Policies related to climate change mitigationCPH is committed to minimising the environmental impacts of our operations and value chain. Our Environmental Policy ensures that we operate our airports in an environmentally responsible manner, starting with full compliance with all relevant environmental, climate and energy regulations. The policy further reflects our commitment to proactively implementing concrete actions to continuously improve our environmental performance, with a focus on preventing and reducing our negative environmental impacts, including, but not limited to, greenhouse gas emissions and the discharge of air, water, and soil pollutants.We review and update our environmental targets annually, assessing their feasibility and ambition. Likewise, our environmental management plans are updated at least once a year to ensure they are scientifically grounded and achievable.Our environmental performance is continuously monitored. Environmental conditions are assessed based on the double materiality assessment framework, which is updated annually.CPH has implemented policies to ensure timely and effective identification, assessment and management of material environmental impacts, risks and opportunities.Our Environmental Policy covers resource management, climate change mitigation and adaptation, biodiversity and pollution, addressing both our operations and the broader upstream and downstream value chain.The policy is overseen by our Chief Sustainability Officer and is accessible to all CPH employees and lessees of CPH real estate assets. CPH's Energy Policy specifically focuses on the management of electricity, district heating and natural gas across our facilities. The policy commits us to compliance with applicable energy regulations, continuous optimisation of energy consumption, and a gradual increase in the share of renewable energy, in alignment with the requirements of our ISO 50001 energy manage-ment certification. The responsibility for updating these policies lies with our Sustainability department, and is approved by our Board of Directors.  E1- 3   Actions and resources in relation to climate change policiesCPH is committed to achieving the objectives outlined in our Environmental Policy and in our Energy Policy. In the following, we outline the actions taken and planned as part of our strategy to achieve these objectives. Our plan for meeting our climate-related Envi-ronmental Policy objectives entails leveraging low-carbon technologies, resource optimisation and stakeholder engagement. These levers are integral to reducing emissions, improving effi-ciency and fostering collaboration with our part-ners across the value chain.  Executing these actions successfully depends in large part on the availability and allocation of financial resources. Resource availability is assessed and funds are allocated, in connection with CPH's annual strategic and financial planning cycle.   Leveraging low-carbon technologies in our operations  The first critical lever encompasses the electrifi-cation of our operations and the replacement of fossil fuel systems with renewable energy solu-tions to reduce our scope 1 and 2 emissions. We are working to replace natural gas boilers with electric heat pumps and district heating while continuously increasing the share of battery-   electric vehicles and equipment used in our operations.  To improve the sustainability of our electricity use, we are implementing a range of energy efficiency building retrofits while pursuing both on-site renewable energy generation and market-based renewable energy procurement. In 2024, we signed a power purchase agreement (PPA) with Vattenfall to source 100% of our electricity from two wind farms off the coast of Jutland. This agreement, effective from 1 January 2025, is expected to reduce our scope 2 emissions to 94% below baseline year 2019 and our scope 3 emissions from downstream leased assets to 91% below baseline year 2024 (market-based electricity).   Resource optimisation To address our consumption-based scope 3 emissions, we are focusing on supplier engage-ment and circular resource management. We are working to procure consumables and capital goods with documented, lower lifecycle emissions and to utilise them more efficiently in our opera-tions. We are also investigating practices such as prefabrication and material reuse in infrastructure projects with the objective of reducing our emis-sions from construction activities. In 2025, we will expand these efforts to address our consump-tion-based emissions from a wider portfolio of procurement categories. Stakeholder engagement Our commitment to mitigate transport-related emissions both on the ground and in the air extends to our collaboration with employees, passengers, airlines and ground handling compa-nies.  Collaboration with airlines, the air traffic service provider and ground handling companies is of critical importance for reducing emissions from aircraft and ground support operations. CPH is working with these partners to facilitate the adoption of fuel-efficient air traffic management protocols and to accelerate the adoption of battery-electric equipment in ground handling operations.  Moreover, we are working actively to reduce emissions from ground transportation to and from Copenhagen Airport by expanding our EV charging infrastructure and providing our employees with access to secure bicycle parking facilities and free bicycle repair services.  Metrics &amp; targets  E1-4     Targets related to climate change mitigation and adaptationWe have established specific targets to mitigate our negative climate impacts in line with our Environ-mental and Energy Policy objectives. These targets reflect our commitment to mitigate our negative impacts on the environment and contribute to efforts to limit global warming to 1.5°C.Achieve net zero emissions from own operations by 2030We are committed to achieving net zero GHG emissions from our own operations by 2030. To achieve net zero, we will reduce our scope 1 and scope 2 (market-based) emissions by 90% by 2030 against the 2019 baseline. To compensate for our residual scope 1 and 2 emissions, we will procure high-quality carbon removal credits that are verified against credible third-party standards. To achieve the targeted 90% emission reduction, we are working to electrify our fleet of vehicles and equipment (replacement plan), replace our remaining natural gas boilers with district heating and electric heat pumps (natural gas phase-out), and procure renewable electricity via a power purchase agreement (PPA).  This net zero target has been established using the cross-sectoral, absolute contraction target- setting methodology described in SBTi’s Corpo-rate Net Zero Standard. This target has not been validated by SBTi. The figure below shows the anticipated scope 1 and 2 emission reductions by decarbonisation action. The roadmap assumes a 24% increase in electricity consumption in 2030 relative to 2024 resulting from passenger growth, building expansion, increased electric vehicle use and the electrification of heating systems. All electricity consumed by Copenhagen Airports A/S will be procured from renewable sources via a power purchase agreement (PPA) to ensure that our increased electricity consumption does not result in an increase in GHG emissions. Achieve net zero emissions across the value chain by 2050 We are committed to achieving net zero GHG emissions across the value chain by 2050. To achieve this, we will reduce our combined scope 1, scope 2 (market-based), and scope 3 emissions by 90% by 2050 against a 2024 baseline. To compensate for our residual emissions, we will procure high-quality carbon removal credits that are verified against credible third-party standards. Our plans for decarbonising our own operations are described in the section above concerning our net zero target for scope 1 and 2.  With regard to our scope 3 emissions, we have identified a range of decarbonisation levers with the potential to yield significant reductions in our upstream and downstream value chain emissions. We have, however, not yet formally evaluated these levers nor officially adopted them into our transition plan. The levers include, but are not limited to, the following:  · Amendment of air traffic management proto-cols to ensure fuel-efficient approach, landing, turnaround and take-off.   · Adoption of biobased and synthetic sustainable aviation fuel as well as hydrogen and electric aircraft.  · Procurement of consumables and capital goods with documented, lower lifecycle emissions.  · Circular resource management of consumables and capital goods used in operations and infra-structure projects.  · Expansion of publicly available EV charging infra-structure at the airports. At present, we are unable to attribute anticipated emission reductions to each of the above levers. In 2025, we will develop a comprehensive scope 3 decarbonisation roadmap, allowing us to specify the extent to which each decarbonisation lever will contribute to the achievement of our 2050 climate target. We have allocated resources to work intensively with the development of our scope 3 decarbonisation roadmap in 2025. The 2030 and 2050 targets were set without external stakeholder involvement.  E1- 5   Energy consumption and mix CPH’s energy consumption and mix are disclosed in the following table.Table 1: Energy consumption and mix2024   2023  1. Fuel consumption from coal and coal products (MWh)    - -  2. Fuel consumption from crude oil and petroleum products (MWh)   7,0 49 8,790  3. Fuel consumption from natural gas (MWh)    3,333 2,906  4. Fuel consumption from other fossil sources (MWh)    - -  5.  Consumption of purchased or acquired electricity, heat, steam and cooling from fossil sources (MWh)    44,195 44,447  6. Total fossil energy consumption (MWh) (calculated as the sum of lines 1 to 5)    54,577 56,143  6. Share of fossil sources in total energy consumption (%)    57% 59%  7. Consumption from nuclear sources (MWh)    4,351 4,389  6. Share of consumption from nuclear sources in total energy consumption (MWh)    5% 5%  8.  Fuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.) (MWh)   1,828 1,573  9.  Consumption of purchased or acquired electricity, heat steam and cooling from renew-able sources (MWh)   33,195 31,47110. The consumption of self-generated non-fuel renewable energy (MWh)   2,191 1,33811.  Total renewable energy consumption (MWh) (calculated as the sum of lines 8 to 10)   37,213 34,382  6. Share of renewable sources in total energy consumption (%)   39% 36%Total energy consumption (MWh) (calculated as the sum of lines 6, 7 and 11)    96,140 94,914Table 2: Energy intensity per net revenue  % change 2024   20232023/2024  Total energy consumption from activities in high climate impact sectors per net revenue from activities in high climate impact sectors (MWh/Monetary unit)    19.0  23.4 -18.9%CPH's entire energy consumption is from activities in a high climate impact sector, specifically the transportation and storage sector - section H in Commission Delegated Regulation (EU) 2022/1288. Energy intensity per net revenue has been calculated based on the net revenue elements presented in note 2.2 of our financial statements on page 147.   E1-6   Gross Scope 1, 2, 3 and Total GHG emissionsTable 3: Gross Scope 1, 2, 3 and Total GHG emissions Retrospective Milestones and target yearsAnnual % target vs 2019 2023 2024 % change 2023/2024   2025 2030 2050baseline year Scope 1 GHG emissionsGross scope 1 GHG emissions (tCOeq)   2,870 2,725  2,761 +1% 2,339 473 - -8%2Biogenic CO emissions from Scope 1 emission sources (tCO) 125 162 167  +3%22Percentage of scope 1 GHG emissions from regulated emission trading schemes (%) 0 0 0Scope 2 GHG emissionsGross scope 2 GHG emissions (tCOeq) – location-based  11,814         6,559   6,581  +0%2Gross scope 2 GHG emissions (tCOeq) – market-based   23,748  22,046  21,868  -1% 1,501 1,764 - -8%2Known biogenic CO emissions from scope 2 emission sources (tCO)  9,053 8,921 8,805 -1%22Significant scope 3 GHG emissionsGross scope 3 GHG emissions (tCOeq) – location-based  455,436 2Total gross indirect (scope 3) GHG emissions (tCOeq) – market-based 471,520 47,152 -3%2Biogenic emissions from Scope 3 emission sources (tCO) 9,3092Percentage of scope 3 emissions calculated using primary data (%)  77%  1. Purchased goods and services (tCOeq)  32,971 2  2. Capital goods (tCOeq) 72,050 2  3. Fuel and energy related activities (tCOeq) – location-based  9,229                                                                        2  3. Fuel and energy related activities (tCOeq) – market-based  9,89221  4.  Upstream transportation and distribution (tCOeq) 4,241 2  5. Waste generated in operations (tCOeq) 14 2  6. Business travel (tCOeq) 343 2  7. Employee commuting (tCOeq)  1,271 22  9. Downstream transportation and distribution (tCOeq)61,679 2311. Use of sold products (tCOeq) 265,035 224,031 266,300  +19%213. Downstream leased assets (tCOeq) - location-based 13,862 7, 276 7, 338 +1%213. Downstream leased assets (tCOeq) - market-based 25,890 22,348 22,758 +2%2Total GHG emissions (location-based) (tCOeq)  N/A N/A 464,778 N/A-2Total GHG emissions (market-based) (tCOeq)  N/A N/A 496,149 N/A- 49,615 -3%21 Goods delivery and scope 1 mobile combustion emissions of ground handling companies.2 Surface access transportation to and from CPH (passenger and freight cargo). 3 Aircraft operations in the landing and take-off cycle.Table 4: GHG intensity based on net revenue% change tCOeq / 000' DKK   2024   20232023/2024  2Total GHG emissions (location-based) per net revenue  91.7   - -Total GHG emissions (market-based) per net revenue   97.9 - -GHG intensity per net revenue has been calculated based on the net revenue elements presented in note 2.2 of our financial statements on page 147. GHG intensity per net revenue has not been provided for 2023, as CPH has not accounted for all significant scope 3 emissions from 2023. In Q1 of 2025, we will retire a total of 24,972 carbon removal credits, which is equal to our 2024 GHG emissions from scope 1, scope 2 and business travel (scope 3 category 6).  E1 -7  GHG removals and GHG mitigation projects financed through carbon credits In 2024, we entered a contractual agreement with Klimate ApS to procure carbon removal credits from agroforestry projects in India and Nepal amounting to 23,000 tCO. In Q1 of 2025, these carbon removals will be verified against 2Verra’s Verified Carbon Standard (VCS) and delivered to CPH. In January of 2025, we will enter a second contractual agreement with Klimate ApS to procure an additional 7,300 tonnes of carbon removal. This order will include 6,738 agroforestry credits, 533 industrial biochar credits, and 29 direct air capture credits. All carbon removal credits from this order will be verified against Plan Vivo, Puro Earth or VCS.The two above-mentioned orders amount to a total of 30,300 tCO. In Q1 of 2025, we will retire an amount of 2credits equal to the sum of our 2024 GHG emissions from scope 1, scope 2 (market-based) and business travel (scope 3 category 6).To achieve net zero GHG emissions from own operations by 2030, carbon removal credits will be used to compen-sate for our residual emissions equal to a maximum of 10% of our scope 1 and 2 (market-based) emissions from the baseline year 2019. CPH does not attach any claims of GHG neutrality to our carbon offsetting practiceE1 §  Accounting policies Datapoint/ ESRS  DR   Pa rag raph  metric    Accounting principle All  -  -  All metrics cover the reporting period 1 January 2024 – 31 December 2024. E1-5   37 Energy Total energy consumption related to own operations is calculated by consumption aggregating and converting all forms of energy consumption to MWh using and mixstandard conversion factors. Consumption data is stored in our internal system and originates from various sources, including supplier invoices and meter readings. The data is accurate and complete; however, consumption data for a limited number of building units is derived using an area-based allocation key instead of a unit-specific meter. This can lead to minor miscalculations of the split between energy used in own operations versus downstream leased assets. Total energy consumption from renewable sources is calculated by multi-plying consumed energy from each energy source by the percentage share from renewable sources indicated in the corresponding  environmental declarations. CPH's self-generated non-fuel renewable energy comes from 13 photo-voltaic (PV) systems, with five owned by CPH. We are able to monitor the power directed from our solar panels into CPH's internal power grid.For RKE, it was not possible to obtain validated data within the reporting deadline. As RKE accounts for a very small proportion of our total energy consumption and RKE's operations have not changed significantly since 2023, we have included the same energy consumption for RKE in 2024 as in 2023. These values will be corrected in the 2025 Annual Report. CPH has internal controls and tracking programmes to ensure the quality of the reported data. E1 §  Accounting policiesDatapoint/ ESRS  DR   Pa rag raph  metric    Accounting principle E1-6 44a  Gross Scope Gross scope 1 and 2 GHG emissions have been prepared in accordance 44b1 and 2 GHG with the GHG Protocol. CPH's organisational boundaries were defined emissionsusing the operational control approach. Scope 1 includes direct emissions from stationary and mobile combustion in assets operated by CPH. Scope 2 includes indirect emissions from electricity and district heating consumed in assets operated by CPH. In 2024, it was not possible to collect valid information concerning leakage of refrigerants from cooling systems. As a result, no fugitive emissions have been included in scope 1. CPH has not identified any scope 1 process emissions. Scope 1 and 2 GHG emissions are calculated using activity-based energy consumption data, which is collected from CPH's meter manage-ment system and supplier invoices. Consumption data is matched with the most representative location-based and market-based emission factors from DEFRA and relevant environmental declarations. A five year rolling average has been applied to the emission factors to ensure consistency with past reporting. For RKE, it was not possible to obtain validated data within the reporting deadline. As RKE accounts for a very small proportion of our total energy consumption and RKE's operations have not changed significantly since 2023, we have calculated RKE's scope 1 and 2 emissions based on RKE's 2023 energy consumption. These values will be corrected in the 2025 Annual Report. CPH has internal controls and tracking programmes to ensure the quality of the reported data. E1-6 - Gross Scope 3 Gross scope 3 emissions have been calculated in accordance with the GHG GHG emissionsProtocol, defining organisational boundaries based on the operational control approach. Scope 3 GHG calculations are made in accordance with the following data hierarchy: supplier-based method, activity-based method and finally spend-based method. Datapoint/ ESRS  DR   Pa rag raph  metric    Accounting principle E1-6 44c Gross Scope 3 Some of our spend-based calculations are based on emission factors from GHG emissionsprior years and currencies other than DKK. In these cases, we have converted the spend-based emission factors into DKK and adjusted for inflation. Accounting data that is not relevant for the climate account is excluded. This includes taxes, fees and internal salaries. The methodologies and assump-tions applied to prepare each scope 3 category are detailed below:Category 1 (Purchased goods and services): This category includes the upstream emissions from goods and services consumed in CPH's oper-ations. These emissions are calculated using both the spend-based and activity-based methods. Category 2 (Capital goods): This category includes emissions related to CPH’s construction projects, procurement of vehicles and equipment, and other investments in physical infrastructure. These emissions are calculated using the spend-based method. Category 3 (Fuel and energy-related activities): This category includes upstream emissions from fuel and energy consumed in CPH's operations. These emissions are calculated using activity-based and supplier-based data from CPH’s meter management system and fuel suppliers, which is subse-quently matched with the relevant emission factors for upstream fuel- and energy-related emissions.Category 4 (Upstream transportation and distribution): This category includes emissions from the operation of vehicles and equipment at Copenhagen Airport by ground handling companies. These emissions are calculated using activity-based data provided by the handling companies, which is matched with relevant emission factors. CPH did not receive complete fuel consump-tion reports from all handling companies and was therefore required to conservatively extrapolate parts of the dataset based on partial or prior fuel consumption to avoid underreporting emissions from ground handling.E1 §  Accounting policiesDatapoint/ ESRS  DR   Pa rag raph  metric    Accounting principle E1-6  44c Gross Scope 3 This category also includes some emissions from the delivery of goods to GHG emissionsCPH. These emissions were accounted for by collecting data from the secu-rity clearance system on the number and weight of cargo pallets delivered to CPH as well as questionnaires answered by delivery truck drivers entering CPH's goods delivery area. It was not possible to separate the transporta-tion-related and manufacturing-related emissions from purchased goods and services and capital goods based on financial accounting data. As a result, a portion of CPH’s emissions from upstream transportation and distribution is also accounted for in categories 1 and 2.Category 5 (Waste generated in operations): This category includes emis-sions from the handling of waste generated in CPH’s operations and in connection with the Terminal 3 Airside Expansion construction project. These emissions are calculated using activity-based data provided by contractors, waste transporters and treatment facilities.Category 6 (Business travel): This category accounts for emissions from CPH’s own business travel activities, including air and car travel as well as hotel stays. These emissions are calculated using both activity-based and supplier-based data provided by CPH’s business travel agency and our payroll systems. Flight emissions are calculated using ICAO’s emissions calculation model (without RF and WTT). Category 7 (Employee commuting): This category accounts for the emis-sions from employee commuting to and from CPH and RKE. These emis-sions are calculated using activity-based data. An employee commuting survey was conducted to obtain information about the distance travelled and transportation modes used by employees. As only 10% of CPH’s employees responded to the survey, the dataset was extrapolated to reflect the entire workforce.Category 9 (Downstream transportation and distribution): This category accounts for the emissions from passenger surface access transportation toDatapoint/ ESRS  DR   Pa rag raph  metric    Accounting principle E1-6 44c Gross Scope 3 and from CPH as well as road transport of freight cargo to and from CPH GHG emissionsand distribution centres. These emissions are calculated using activity-based data collected from passenger surveys; CPH's parking and taxi management systems; and transport data provided by public transport companies, car rental companies and charter bus companies operating routes to and from CPH. This data is matched with relevant passenger-kilometre and cargo-tonne-kilometre emission factors for each transportation modality. The emissions from passenger surface access transportation to and from RKE are not included due to lack of data.Category 11 (Use of sold products): This category accounts for the tank-to-wake emissions from aircraft operations in the landing and take-off (LTO) cycle. These emissions are calculated using activity-based data from CPH's air traffic management system, which is matched with relevant fuel burn and emission factors from ICAO and version 3g of AEDT. Activity-based data could not be obtained from RKE. Emissions from RKE were estimated through revenue-based extrapolation. Category 13 (Downstream leased assets): This category accounts for the emissions from fuel and energy used to operate buildings leased by CPH to other parties. These emissions are calculated using activity-based data from CPH's meter management system.Category 8 (Upstream leased assets): Not included, as we had no leased assets in 2024 over which we do not have operational control.  Categories 10, 12 and 14 (Processing of sold products, End-of-life treatment of sold products and franchises): Not included, as CPH is not a manufac-turer of goods and does not have franchising as part of our business model. Category 15 (Investments): Not included as CPH has not identified signifi-cant emissions from the operation of investments as defined in section 5.5 of the GHG Protocol Reporting Standard.E2 PollutionAt CPH, we recognise the environmental challenges posed by pollution across air, water and soil. Our operations and infrastructure have an impact on ecosystems. We are committed to mitigating these effects through targeted actions and continuous improvement, and we approach pollution reduction as an integral part of our responsibility to protect the environment.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E2 - PollutionTransportation of passengers by plane Actual negative     impactPollution of water caused by maintenance of air- and landside Actual negative     impactSoil pollution from maintenance and construction activities Actual negative     impactImpact, risk and opportunity management   E 2-1  Policies related to pollution of air, water and soil We are guided by comprehensive external regu-lations, including those from local municipalities and the Danish Environmental Protection Agency. These regulatory frameworks provide clear and detailed guidance, reducing the need for addi-tional internal policies. This enables us to focus our resources on mitigating material impacts while ensuring compliance with applicable standards. Our Environmental Policy does not therefore specifically address each pollution impact; rather our efforts are guided by management and opera-tional controls and procedures.   E2-2  Actions and resources in relation to pollution In 2024, we complied with regulations in order to mitigate our impacts on pollution. Due to the differing nature of each type of pollution, the actions described are structured according to the type of pollution.  Actions and resources in relation to pollution of air In accordance with our environmental permit, we continuously measure air quality at and around the boundaries of our airports. Each year, we report this data to the relevant authorities and publish it on cph.dk. 2024 results confirm that we have again operated within the permitted limit values.  In 2024, we implemented several initiatives aimed at reducing emissions and improving air quality, laying the foundation for long-term improvements aligned with our sustainability goals. This includes a local air quality programme, where airlines and handlers are involved in scoping initiatives through working groups. The scope of our actions includes site-level implementations: actions taken as part of our air quality plan, as well as actions that will contribute to reducing value chain pollution, such as the production of sustainable aviation fuel (SAF) in Denmark.One of our key milestones was the signing of a new agreement to initiate the production of sustainable aviation fuel (SAF) in Denmark. This agreement, signed with SAS, Copenhagen Infra-structure Partners and Aalborg Airport, represents a step towards reducing emissions from air travel by providing airlines with access to alternative fuel options. SAF – if produced in the necessary quan-tities – has the potential to significantly decrease carbon and air pollutant emissions, reinforcing CPH’s role in supporting the transition to more sustainable aviation practices.Locally, we continued to implement our air quality plan, which focuses on monitoring pollution levels around the airport and identifying areas for improvement. By leveraging detailed data on emissions, we ensure air quality remains within regulatory thresholds and develop targeted strate-gies to mitigate key sources of pollutants.In 2024, we also took steps to reduce emissions from ground handling activities. This included the installation of particle filters to minimise particu-late emissions and the ongoing electrification of ground handling equipment, supplemented with biofuel use as necessary. We are expanding our charging infrastructure for electric ground support equipment and vehicles for ground transportation in and around the airports. In 2024, we participated in several international research projects, including engagement in the EU Horizon project ALIGHT. As part of the ALIGHT project, we launched a focused effort to further reduce the use of auxiliary power units (APUs) at the airport. APUs power aircraft when the engines are switched off and the aircraft is not connected to the airport power grid. As the APUs operate on jet fuel, they contribute to both noise and air pollution in the local environment. APUs are a contributor to local air pollution, and reducing their usage is important for improving air quality. In 2024, we initiated information campaigns and training sessions for employees and partners to enhance compliance with APU usage rules. Looking ahead, we have approved an investment to deploy AI-enabled thermal cameras at the 40 busiest aircraft stands in 2025. These cameras will monitor APU usage and provide actionable insights into air pollution reductions, supporting the development of actions to further minimise APU reliance.In addition, the conversion of our large vehicular fleet of approximately 650 vehicles and motorised equipment is an important area of focus. We are working to replace as much of the fleet as possible with either electric alternatives or alter-native fuels to minimise emissions of greenhouse gases and particles. These initiatives have a broad scope, addressing emissions generated by airlines, ground oper-ations and airport activities. They directly benefit passengers, employees and local communities by improving air quality while advancing goals for more sustainable aviation. By the end of 2025, we expect these efforts to yield measurable improve-ments, including reduced local air pollution and a stronger foundation for addressing the global challenges associated with aviation emissions. Pollution of water Water pollution remains a key focus area for us, particularly in managing the impacts posed by maintenance activities such as plane washing, tarmac cleaning and de-icing operations. In 2024, we built on our ongoing water monitoring and treatment efforts by taking significant steps to further mitigate polluting impacts.Chemical collection systems: We improved our run-off management by collecting chemicals from maintenance activities, such as de-icing fluids, before they could enter the water system. When glycol concentrations exceeded 5%, these fluids were sent to external wastewater treatment plants for recycling, thus reducing our pollution of water. Surface water treatment: A key action taken in 2024 was establishing our surface water treatment plant. Our in-house treatment plant continued to clean surface water using advanced filtration and separation technologies, ensuring that harmful chemicals were removed before discharge into wastewater systems. PFAS mitigation: In 2023, we established a new PFAS treatment plant, increasing our capacity to address this persistent contaminant. With a total of four active plants now operating in Copen-hagen and Roskilde, we are better equipped to protect water resources and prevent PFAS from reaching local watercourses.We continued to address PFAS contamination by measuring levels in surface water and pumping water from affected areas to prevent further spread. These efforts are part of the ongoing strategy to remediate contaminated areas and protect local ecosystems, in which we work closely with local, regional and national authori-ties. For a detailed description of the PFAS action plan and related remediation activities, see S3 Affected communities on pages 108-110. The listed actions described above also summarise our efforts in terms of pollution of soil.We continue to comply with local and regional regulations in relation to the pollution of water and soil. We annually report relevant data to Tårnby Municipality. This data is also provided in E2-4. 2024 data confirms that all pollutant levels are within the relevant regulatory thresholds. Pollution of soilCPH is affected by soil contamination caused by construction, maintenance activities and historical PFAS usage. In addition to the actions presented above, in 2024 we focused on mitigating pollution of soil impacts through a combination of treat-ment and prevention strategies.CPH has a stringent operational requirement to conduct soil sampling that measures any surplus soil created as a result of construction or mainte-nance activities. The soil is assessed and managed for contamination risks. Soil contaminated by fuel oil is treated at our on-site treatment plant. Heavily contaminated soil is sent to external facilities for specialised remedi-ation.  Metrics &amp; targets  E2- 3  Targets related to pollution of air, water and soil We adhere to relevant legislation in order to mitigate impacts related to pollution of air, water and soil. Although internal targets are not formal-ised, we ensure air pollutants, emissions to water, pollutants to soil and substances of concern and very high concern are prevented and controlled in line with regulations. The targets below are not required by any legislation. In addition, targets are not measured using specific loads.In order to track the effectiveness of our actions to prevent and mitigate air pollution, we aim to ensure that 90% of all local equipment and vehicles are low-carbon emission by 2030. This definition covers vehicles powered by electricity, by hybrid technology (in which combustion engines are used only as generators for electric motors (plug-in hybrid)), by diesel with a closed particle filter (approved by the Danish Road Traffic Authority) or by a new technology that can docu-ment a clean exhaust, e.g. fuel cells or gas.All companies with vehicles in the airport area are asked to self-report once a year, with the turn of the year as the cut-off date. In 2024, CPH achieved a 76% share of low-emis-sion vehicles, which is the same level as in 2023.  E2-4  Pollution of air, water and soil Pollution of airIn accordance with our environmental permit, air quality and emissions are monitored by an accred-ited provider (FORCE Technology). Emission inven-tories are prepared annually by the Environmental Compliance Management department using the AEDT (Aviation Environmental Design Tool) model developed by the US Federal Aviation Adminis-tration. For more information on how pollution metrics are calculated, see the E2 Accounting policies section.The presented metrics include all aircraft activities below 1,000 feet. Thus, the majority of emissions from our value chain related to air traffic are included in the figures. The air pollution metrics are indexed in 2019 figures for a contextual purpose.Compared to 2019, there has been a major change in the aircraft mix. For example, the so-called new engine option (NEO) aircraft types make up a much larger proportion of the aircraft fleet today than in 2019. This means that the amount of the various substances emitted has changed. Most notably, the total emission of ultrafine particles (UFP) has reached an index of 56 even though the number of operations is index 91. UFP is the parameter where the airport has the greatest impact on our surroundings. The level of carbon monoxide (CO) has increased to an index of 123. However, this should be seen in the context of the fact that the concentration of CO in the air around the airport is already at a non-critical level. CPH will consistently monitor the CO emission levels to ensure that they remain at a non-critical level. Finally, it is also important to note that the emis-sions of an aircraft engine after take-off cannot necessarily be measured at ground level, making it difficult to distinguish between emissions that are directly associated with CPH's activities and the pollution stemming from value chain activities on our own sites.Table 1: Pollution of airUnit 2024   2023CO  Tonnes 749 612ndex 2019 123 101NOTonnes 1,243 1,116xndex 2019 96 86SOTonnes 109 84xndex 2019 101 78THC Tonnes 89 79ndex 2019 100 89PMTonnes 11 92,5ndex 2019 85 66UFP Number (in 1022) 8,298 6,884ndex 2019 56 47Operations* Number 239,760 227,3 42ndex 2019 91 86* CPH defines an operation as either a take-off or a landing on our territory. When a plane arrives and departs again, it completes two operations.Pollution of waterCPH uses three metrics to measure water pollution: water discharged into Øresund; pollution of wastewater discharged to the city of Dragør; and pollution of wastewater discharged to the city of Tårnby.In Copenhagen, we are regulated by Tårnby Municipality, which sets discharge limits for various parameters. As previously mentioned, maintaining water quality in the aquatic environment is essential for ensuring that water resources remain in a state that is safe for the ecosystems. These regulations help maintain acceptable pollution levels and ensure responsible management of discharges into Øresund and to the cities of Dragør and Tårnby. At CPH, we implement a comprehensive monthly monitoring plan to continuously assess the parameters of our discharges into the environment. As shown in the tables, CPH has not identified any pollution discharges exceeding the parameters specified in Annex 2 of EU Regulation 166/2006. Table 2: Pollution of surface waterUnit 2024   2023Surface water discharged to ØresundTotal-N mg/l 64.90  86.40Total-P mg/l 0.40 0.60Mineral oils  µg/l 5,270.00 7,669.0 0Lead µg/l 4.60 5.20Cadmium  µg/l 2.00 0.90Chromium  µg/l 16.90 53.40Copper  µg/l 48.80 41.30Nickel  µg/l 48.80 64.60Zinc  µg/l 297.4 0 238.50PFOS kg/year 0.084 N/A∑ 4 PFAS kg/year 0.141 N/A∑ 22 PFAS kg/year 0.267 N/ATable 3: Pollution of wastewater Unit 2024   2023Wastewater discharged to DragørTotal-N kg/year   219.00 182.50Total-P kg/year 36.50 36.50Mineral oils  kg/year 0.00 0.00Lead kg/year 0.00  0.00Cadmium  kg/year 0.00  0.00Chrom  kg/year 0.00 0.00Copper  kg/year 0.15 0.10Mercury kg/year 0.00 0.00Nickel  kg/year 0.04 0.00Zink kg/year 0.91 0.80Table 4: Pollution of wastewaterUnit 2024   2023Wastewater discharged to KastrupTotal-N kg/year   39,018.50 29,784.00Total-P kg/year 3,285.00 2,336.00Mineral oils kg/year 0.22 0.50Lead kg/year 0.44 0.30Cadmium  kg/year 0.07 0.00Chrom  kg/year 0.44 0.20Copper  kg/year 7.63 3.90Mercury kg/year 0.00 0.00 Nickel  kg/year 0.91 0.70Zink kg/year 40.30 23.70Pollution of soil Each year we carry out multiple analyses of the surplus soil that leaves our sites and the surplus soil that is used for noise barriers built on our side of the fences surrounding our territory. According to our environmental approvals for excess soil for noise barriers, we must take 1 sample per 30 tonnes of surplus soil. If the amount of excess soil is more than 300 tonnes, the sample frequency is reduced to 1 sample per 300 tonnes of surplus soil.For the reporting year 2024, CPH has not identified any pollution of soil that exceeds the parameters specified in Annex 2 of EU Regulation 166/2006. The applied methodology for testing is presented in the E2 Accounting policies section.E2 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle All  All metrics cover the reporting period 1 January 2024 – 31 December 2024. E2-4 Pollution Targets on the number of low-carbon-emission vehicles have been targetsreported in previous annual reports and were not changed during the reporting year. E2-4  Pollution The term emissions from air traffic refers to emissions from aircraft of airmain and auxiliary engines during operations below 3,000 feet, referred to as the landing and take-off (LTO) cycle. Emissions are measured as the concentration of air pollutants in the atmosphere 3as micrograms per cubic metre of air (µg/m). We calculate the emissions with the AEDT model, which was developed by the US aviation authorities. The result is tonnes per year, except for ultrafine particles, where it is the total number of particles per year. We report in indexed form and not the actual quantities. The emissions (the concentration of the individual, measured parameters) include all local sources and not just CPH's emission contribution (which we do not know). We are therefore not held responsible in relation to the individual limit values; the measured values are simply compared to this.FORCE Technology is assigned to oversee, maintain and collect data from CPH’s two monitoring stations, which are located on the periphery of Copenhagen Airport in Kastrup (East Station and West Station). Sampling and analysis are carried out in accordance with FORCE Technology's accreditation no. 51 from DANAK.Data is stored internally in our environmental database.Datapoint/ ESRS DR   Paragraph  metric    Accounting principle E2-4  Pollution of We take soil samples from construction works that generate soilsurplus soil and if contamination is observed. We report to Tårnby Municipality how many soil samples are taken. In 2024, we took 277 samples distributed over 25 construction works. According to our environmental approvals for excess soil - used for noise barriers - we must take 1 sample per 30 tonnes of surplus soil. If the amount of excess soil exceeds 300 tonnes, the sample frequency is reduced to 1 sample per 300 tonnes of surplus soil.An external provider is used to perform the analysis at both  locations.Data is stored internally in our environmental database.E2-4  Pollution of CPH applies the following definitions for water pollution: waterSurface water: Rainwater and outlet discharged to Øresund.Wastewater: Discharged to the cities of Dragør and Tårnby. Once a month the external company WSP takes a sample (flow- sample taken over 24 hours). The sample is analysed by an external company, which tests for pollution, including heavy metals and PFAS (PFAS is only a guideline).  Data is stored internally in our environmental database.E4 Biodiversity and ecosystemsAs an airport, ensuring flight safety remains our highest priority. This necessitates specific safety measures that, at times, require us to manage nature and biodiversity within the airports’ secure areas. We take comprehensive measures to deter wildlife from entering our sites and thus minimise wildlife-related incidents. In 2024, we also continued our efforts to contain and reduce pollution and thereby minimise the effect on ecosystems.Biodiversity and airport operations are seemingly contradictory - at least airside. However, in CPH's landside areas we are looking into opportunities to support and enhance local biodiversity. In 2024, we established the first area dedicated to 2a more diverse nature, spanning 2,400 m. Our efforts include planting different species of wild-flowers to attract vital pollinators like bees and Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E4 - Biodiversity and ecosystemsPotential effects on ecosystems Potential negative      impactWildlife management of air and landside Actual negative     impactbutterflies, as well as promoting natural flow-ering cycles throughout the season to support ecosystem health. A strategic plan for 2025 includes widening the scope of these efforts around landside areas. StrategyMaterial sites related to biodiversity impacts Based on the materiality assessment, we identified two sites in our own operations (and under our operational control) that were material: Copen-hagen and Roskilde Airports. These sites are material, as Natura 2000 areas (an EU network of protected areas that cover Europe's valuable and threatened species and habitats) are found near both. Around Copenhagen Airport, the Eurpo-pean Environment Agency has identified Vestam-ager and Saltholm as Natura 2000 areas. Around Roskilde Airport, Snoldelev Mose and Gammel Havdrup Mose, Ramsø Mose and Roskilde Fjord are included in the Natura 2000 network. Flight safety and biodiversity impactsCPH promotes flight safety by reducing the number of serious wildlife incidents and utilising means that take the greatest possible considera-tion for birds and wildlife.The prerequisite for success in this work is to make our airside areas as unattractive as possible for the birds and wildlife that pose a safety risk for aviation. Through CPH's habitat plan, we reduce the amount of food available for birds and wildlife while simultaneously making it more difficult for birds to find food. Through this approach, the birds' energy needs are less likely to be met on our airside areas than if they seek food elsewhere. When birds realise our areas are less attractive, it will be easier for CPH's Bird Control to scare the birds away.By continuously using scare tactics, birds are repeatedly disturbed in their search for food. The risk of birds returning to our areas is reduced, as they learn there is less time available to meet their energy needs within our site boundaries.The purpose of our habitat plan is to make the unfortified airside areas as homogeneous as possible. This reduces the number of bird species that visit the airport, making it easier to manage the species that do come.The unfortified areas at most airports around the world are covered with grass, including in Copen-hagen and Roskilde. At Copenhagen Airport, by planting certain species of grass in which alka-loids sprout in the native endophytes, we utilise nature's own pesticide to inhibit the food intake of insects, mice and grass-eating birds. In cases where all mitigating actions failed to keep the birds away from our areas and they pose a direct threat to departing and landing aircraft, lethal shots are used if scaring is deemed insuffi-cient. Lethal shots may also be fired to signal to the birds that the airport is a dangerous place to be, and lethal shots are occasionally necessary to maintain the scaring effect of the pyrotechnics.  E 4 -1     Transition plan for biodiversity Leveraging internal expertise, progress was made in 2024 on developing the nature-focused programme within the sustainability strategy. As a part of the new Nature programme, a resilience assessment will be carried out and the transition plan will be further developed. Impact, risk and opportunity management  E4 -2    Policies related to biodiversity and ecosystems  Our Environmental Policy described under E1-2 on page 62 addresses biodiversity as a whole, supported by our pollution-mitigating actions (see E2-2 on pages 71-72). Additionally, our activities related to wildlife impacts are managed by our safety management system.The system comprises the habitat plan, described in the Strategy section, a wildlife hazard manage-ment programme, Wildlife Hazard Risk Assess-ment Policy and several procedures for mapping wildlife activity and patterns at CPH sites.These initiatives support current impact understanding and mitigation. As the Nature programme is further developed in the coming years, we expect to revisit our policy framework for biodiversity; key actions are to be further developed and completed in the coming years (on-site, off-site and value chain impacts). This programme will provide a deeper understanding of CPH's impacts on nature as well as our nature-related risks (also in this context under-stood as biodiversity and ecosystems).The policy is overseen by our Chief Sustainability Officer and is accessible to all CPH employees.  E4 - 3    Actions and resources in relation to biodiversity and ecosystemsSome of the drivers of our material impacts related to biodiversity stem from impacts related to E1 Climate change and E2 Pollution. To address the interconnected nature of environ-mental impacts, reference is made to the actions outlined in E1-3 and E2-2. Actions described in these sections also contribute to mitigating our negative impacts on the extent and condition of ecosystems. Specifically, initiatives and compliance measures that manage the pollution of air, water and soil play a dual role, as they simultaneously address pollution and ecosystem degradation. Consequently, measures disclosed in each respec-tive section have a broader mitigating effect on managing the impact on the extent and condition of ecosystems.  Reference is also made to the Strategy section in E4, as this section describes CPH's efforts to mitigate the identified impacts on the state of species.Local knowledge and nature-based solutions have not been included in our biodiversity actions, nor do we use biodiversity offsets as part of our current or future action plans.Metrics &amp; targets  E4 -4    Targets related to biodiversity Our main goal is to minimise CPH's impact through the mitigating actions mentioned in the Strategy section. CPH's impact is dependent on the behaviours of wildlife and the successful execution of our habitat plan. CPH has not there-fore set targets related to this impact. Measurable outcome-oriented targets in relation to pollution of air, water and soil are found in E2-3 on page 72. These targets are by-proxy targets related to the IRO management of CPH’s potential effects on ecosystems.We do not yet track the effectiveness of our policies and actions. Currently, we do not have a defined level of ambition in relation to evaluating progress on E4 IROs.  E4-5  Impact metrics related to biodiversity and ecosystems changeMetrics in relation to the pollution of air, water and soil are found in E2-4 on pages 72-74. These metrics are used to evaluate the effectiveness of our actions to manage material pollution IROs. As pollution impacts are the key drivers of our potential effects on ecosystems, refer to metrics included in E2-4 for this material impact.  In relation to the material impact on wildlife management, under EU Commission Regulation no. 139/2014 we have obligations pursuant to article 10 Wildlife hazard management. In accordance with this regulation, we identify and describe each individual species that has been regulated and subsequently produce an annual report that describes the amount per species per month, as well as the total number of individuals regulated during the year. This report is submitted to the Danish Civil Aviation and Railway Authority and the Danish Environmental Protection Agency, and if a species is deemed of special interest to research, it will be delivered to the Natural History Museum under the University of Copenhagen. Furthermore, if a species is ring-marked, it will be reported to the University of Copenhagen. Given the established mechanisms for reporting to relevant Danish authorities, CPH has not identified additional metrics for the purpose of this sustaina-bility statement. E5 Resource use and circular economyAt CPH, we aspire to operate and develop the organisation in line with the principles of circularity. In 2023, we launched the circularity strategy, that focuses on four workstreams: procurement, shopping centre, waste management and construction. The following disclosures focus exclusively on the sustainability matters material to CPH that relate to the waste management and construction workstreams. Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS E5 - Resource use and circular economyResource use for construction and operation of infrastructure Actual negative     impactWaste management Actual negative       impactImpact, risk and opportunity management  E 5-1     Policies related to resource use and circular economyWe have adopted policies to ensure the iden-tification, assessment and management of our material resource use-related impacts, risks and opportunities. Our Environmental Policy (see E1-2 on page 62 for a full description of this policy) underpins our commitment to lower our impact, which includes reduction of waste, increased recycling and reuse of materials. The policy sets out the commitment to establish quantified and time-bound goals that are supported by compre-hensive plans.Our policies do not, however, currently specifi-cally address the transitioning away from the use of virgin resources, nor do they directly address the sustainable sourcing and use of renewable resources. The policy is overseen by our Chief Sustainability Officer and is accessible to all CPH employees.  E5 -2    Actions and resources related to resource use and circular economyWe have identified two key material impacts related to resource use: resource inflows and waste. Accordingly, our actions and resources are structured to address each material impact individually, ensuring that every action or action plan directly relates to either the efficient use of resource inflows or the management of waste.In 2024, our main focus was on mitigating waste impacts. We have, however, also taken steps to identify levers to move towards improving our resource use and circular economy.In 2024, we investigated potential solutions that can be scaled sufficiently. This included pilot projects and recycling solutions with regard to our use of concrete and asphalt. One of the pilot projects tested the use of a CO-reduced concrete 2mixture in specific site areas. This material reduces the carbon footprint of concrete production by 15% compared to traditional mixtures, thus signi-fying a potential action for future years.We are committed to advancing sustainable resource use and addressing our material impact associated with waste management. Recognising the importance of efficient waste management, we have implemented a range of key actions at our own sites while planning further improve-ments to align with our sustainability objectives and targets.The waste management action plan results in both OPEX and CAPEX. However given the threshold for financial materiality, these costs are currently not considered material.  In 2024, we initiated upgrades to our waste collection systems across priority areas of the airport, enabling source separation for passen-gers, staff and tenants. This included introducing waste sorting in our central shopping centre and Pier B for three distinct waste types to increase recycling rates, with 186 new bins in our central shopping centre and Pier B.We have started waste sorting for passengers in outdoor areas, where they enter the terminals from our buses in car parks. In 2024, we fitted out a central area with 12 new waste bins in our outside areas.In our internal auto and repair workshops, 50 waste bins have been upgraded to enable waste sorting of various materials.In November 2024, we expanded our waste sorting in Pier A and tested a new layout using smart bins equipped with sensors and IoT tech-nology. These bins will enable more efficient waste management and data collection. This was supported by dedicated training programmes designed to enhance staff awareness and capabilities in handling and sorting materials. To further streamline waste processing, procure-ment processes for advanced recycling equip-ment were launched, laying the groundwork for improved waste management infrastructure.Building on these efforts, we plan to implement additional measures in 2025. By the end of Q1 2025, we aim to establish a commercial part-nership with industry leaders, strengthening our ability to transport and recycle waste effectively. In 2025, we will also install waste sorting bins in all passenger-facing areas as well as in staff areas.These initiatives are projected to increase our recycling rate by 5% by the end of 2025, reducing waste sent to landfills or inceneration. These actions have a broad scope, addressing waste generated by passengers, staff and tenants while involving downstream coordination with recycling partners. The impact extends beyond CPH, benefiting external stakeholders by reducing resource depletion and minimising the burden on landfill sites. Our partnerships with industry leaders will also help advance best practices in waste management on a national and interna-tional scale. Metrics &amp; targets  E5 -3    Targets related to resource use and circular economy The construction workstream, as part of the circu-larity strategy, has targets to avoid unnecessary new construction and components, reduce the use of virgin materials and enable reuse so as to build more efficiently and to design construction for longevity, adaptability and disassembly.  While we are working to implement our circularity strategy, we have not yet developed time-bound outcome-oriented targets that aid in tracking the effectiveness of actions to address the material impact related to construction and operation of infrastructure, nor do we currently track the effectiveness of policies and actions related to this impact.  CPH has exercised the provision to omit metric information for E5-4, as our material impact related to the subtopic Resource inflows, including resource use is exclusively located in our upstream value chain for construction of new buildings. In relation to the material impact of our waste management, our target is to reach a recycling rate of 60% by 2030, using the 2023 rate as a baseline. This is an ongoing relative target.  The target is part of the waste management programme, which includes the initiatives and projects described in the Actions section in E5-2.This target is directly related to our Environ-mental Policy objective of reducing our impact on the environment. The scope of the target includes all waste generated across our operations throughout the value chain within the opera-tions found at Copenhagen Airport and Roskilde Airport.Progress towards the target is monitored through waste audits. For 2024, having more passengers and operations than 2023, the recycling rate was 33%, consistent with 2023 levels. CPH continues to work towards achieving our 2030 target by implementing the action plans outlined earlier in this section. There are no direct targets set for other layers of the waste hierarchy, but initiatives have been launched that work with reuse and therefore also to minimise waste generation.   E5 - 5    Ressource outflows – wasteWe continue to manage a substantial volume of waste annually despite the complex nature of organising waste as an international airport. With food and goods sourced globally and passengers arriving with diverse waste management prac-tices, the challenge of maintaining an efficient waste-handling system remains significant.In 2024, we enhanced sorting facilities and continued collaboration with stakeholders, including awareness campaigns targeting staff at the airport. This ensures that a significant portion of the waste generated at the airport is effect-ively recycled, aligning with our commitment to sustainability and circular economy principles. We do not engage in any production processes and, as such, do not produce key products or materials derived from production activities. Consequently, it is not applicable to disclose information related to product durability, reparability or rates of recy-clable content.Methodologies and significant assumptions related to our metrics can be found in the E5 Accounting policies on the next page.Table 1: Resource outflows – wasteWaste (kg) 2024   2023Total amount of waste generated 4,982,967  4,734,386 Total amount of waste diverted from disposal N/A N/A- Hazardous waste N/A N/A- Non-hazardous waste N/A N/ARecovery operations breakdown 4,828,301 4,696,796- Preparation for reuse N/A N/A- Recycling 1,661,911 1,557,618- Other recovery 3,166,390 3,139,178Waste directed to disposal  3,283,466 3,128,148 - Incineration 3,154,450 3,090,558- Landfill 13,980 3,340- Other disposal 115, 036 34,250Hazardous vs non-hazardous waste in disposal 3,283,466 3,128,148- Hazardous waste 65,688 72,595- Non-hazardous waste 3,217,778 3,055,553Total amount of non-recycled waste  3,321,056 3,176,768- % of non-recycled waste 67% 67%Hazardous and radioactive waste - Total hazardous waste 72,331 81,918 - Radioactive waste 0 0E5 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle All  All metrics cover the reporting period 1 January 2024 to 31 December 2024. E5-5 - Recycling Our target for the recycling rate has been reported in previous targetannual reports and were not changed during this reporting year.E5-5  - Waste  CPH categorises waste in accordance with the waste hierarchy of the EU Waste Framework Directive (2008/98/EC), using 18 different waste groups summarising different waste types referred to as "fractions" in CPH terminology.Total waste includes the waste that enters CPH's waste containers - regardless of the source - in connection with the general operation of the airport. The waste generated by projects (typically construc-tion and facility waste) that is handled by external entrepreneurs is not included. For this type of waste, the contractor is required to at least handle the waste in accordance with the current regulations in the waste area. Hence, the total amount of waste generated can be tracked, but the distribution of waste collected from different areas within the airport is not documented.EU Taxonomy ReportThe EU Taxonomy is a European sustainability classification framework for determining sustain-able economic activities in accordance with the Taxonomy regulation. Under EU Directive (EU 2020/852), companies that fall within the scope of this legislation are obligated to disclose the proportion of their activities divided into revenue, capital expenditure (CAPEX) and operational expenditure (OPEX) that are Taxonomy-eligible and Taxonomy-aligned respectively. Eligible activities are not necessarily environmentally sustainable but have the potential to contribute to one of the six environmental objectives outlined in the Taxonomy regulation. Aligned activities in accordance with EU Directive 2020/852 are activities that, in addition to eligibility, meet the 1Substantial Contribution, Do No Significant Harm2and Minimum Safeguards criteria. Despite CPH’s continuous focus on sustainability, our core activity as an airport operator is not within the scope of the activities defined in the EU Taxonomy impacting the proportion of revenue that is eligible for reporting.1 Article 17 (EU) 2020/852.2 Article 18 (EU) 2020/852.Changes compared to our 2023 EU Taxonomy ReportIn 2024, CPH screened defined economic activ-ities listed in the technical annexes for the six environmental objectives - climate change miti-gation, climate change adaption, sustainable use and protection of marine resources, transition to circular economy, pollution prevention and control, and protection and restoration of biodi-versity - to identify eligible economic activities. Subsequently, for the identified eligible activities it was assessed whether these activities meet the technical screening criteria to be considered aligned economic activities in accordance with the regulation. In 2023, all six environmental objectives were considered for reporting eligibility. However, an assessment of alignment of the eligible activities was limited to only two objectives: climate change mitigation and climate change adaptation. In 2024, all six objectives were in scope for reporting of both eligibility and alignment in accordance with the EU Taxonomy regulation.As new objectives were to be considered for alignment in 2024, we reassessed and expanded our entire screening and interpretation of activ-ities performed in previous years. Following this process, we concluded that no new economic activities were to be included in our EU Taxonomy Report for 2024 in addition to CCM 6.17 Low carbon airport infrastructure and CCM 7.7 Acqui-sition and ownership of buildings, which were already reported in 2023. For each relevant business activity as defined by the Taxonomy regulation, CPH discloses the proportion of revenue, OPEX and CAPEX consid-ered eligible and aligned respectively.Taxonomy eligibilityTo identify eligible activities in accordance with the Taxonomy regulation, we conducted a screening of our business activities against the economic activities as defined in the Taxonomy regulation. Our screening was performed for all six environmental objectives set out in article 9 of the EU Taxonomy regulation. Based on this assess-ment, it was determined that CPH's activities relating to 6.17 Low carbon airport infrastructure and 7.7 Acquisition and ownership of buildings meet the eligibility requirements. Where the screening criteria for eligible activities were not met, those activities have been reported as Taxonomy-non-eligible.Taxonomy alignmentTo determine alignment, we assessed the tech-nical screening criteria for our eligible activities listed above to determine the proportion of the activity that can be reported as aligned with the EU Taxonomy.Where screening criteria for alignment were not met, those activities have been reported as  Taxonomy-eligible but non-aligned.For 2024, CPH is reporting alignment for activity 7.7 (Acquisition and ownership of buildings), as we have three buildings that meet the technical screening criteria as set out in the Climate Dele-gated Act. These buildings meet the substan-tial contribution criteria due to having Energy Performance Certificates Class A. Further, the only relevant Do No Significant Harm criteria for activity 7.7 is climate change adaptation. CPH has performed the necessary assessments to be in compliance with Appendix A for climate change adaptation. Additionally, for the minimum safe-guards, we have assessed our compliance with human rights, taxation, bribery &amp; corruption and fair competition. The assessment of CPH’s Taxon-omy-aligned economic activities is performed annually. In relation to activity 6.17 Low carbon airport infrastructure, comprehensive requirements need to be met to document adherence to the Tech-nical Screening Criteria. CPH is currently not able to fully document compliance with these compre-hensive requirements, and consequently, no alignment is reported for this activity in 2024.Accounting policiesCAPEX KPI is defined as Taxonomy-eligible and/or -aligned CAPEX divided by total CAPEX. Total CAPEX comprise additions to tangible and intan-gible fixed assets before depreciation, amortisa-tion and any remeasurements. It includes acquisi-tions of property, plant and equipment, intangible assets, leases with usage rights and investment properties. Taxonomy-eligible investments relate to the construction and acquisition of buildings meeting the eligibility requirements. CPH assessed the eligibility of our CAPEX by reviewing the acqui-sitions in the financial year (note 3.3 on pages 154-156) and identified investments relating to 7.7 Acquisition and ownership of buildings as well as 3 Commission Notice of 20 October 2023.6.17 Low carbon airport infrastructure that meet the reporting criteria. Taxonomy-aligned CAPEX refers to activities where investments are made in a manner consistent with the requirements of the Taxonomy regulation.OPEX KPI is defined as Taxonomy-eligible OPEX divided by total OPEX as reported in the financial statements under IFRS that relates to research and development, building renovation, short-term lease arrangements, maintenance/upkeep and repairs, and any other direct expenditure related to the routine maintenance of tangible assets by the company or by the third party to which activ-ities are outsourced that is necessary to ensure the continued and effective functioning of such assets.CPH scanned our total external costs (see page 149) for our eligible activities. Based on this analysis, CPH identified Taxonomy-eligible OPEX relating to 6.17 Low carbon airport infrastructure. Regarding activity 7.7 Acquisition and ownership of buildings, no OPEX was identified as meeting the eligibility criteria for 2024.Revenue KPI is defined as Taxonomy-eligible revenue divided by total revenue as reported in the financial statements under IFRS. CPH recog-nises revenue from activities relating to the oper-ation of the airport as well as related services. Revenue eligibility was assessed by using an end-product approach, assessing each revenue stream to determine whether it can be considered to be associated with Taxonomy-eligible activities, cf. note 2.2 to the financial statements. Only reve-nues derived from ownership of buildings (conces-sion revenue, parking rent and hotel operation) as well as revenue stemming from Low-carbon airport infrastructure have been considered Taxon-omy-eligible. Revenue directly attributable to activities carried 3out as airport operator (traffic revenues) have been excluded as well as other sales of services. These revenue streams have been included in the Taxonomy-non-eligible activities.Revenue KPI2024 Year Substantial contribution criteria DNSH criteria ("Do No Significant Harm") (8)Economic activities (1) A. TAXONOMY-ELIGIBLE ACTIVITIES  A.1. Environmentally sustainable activities (Taxonomy-aligned)   Revenue from environmentally sustainable activities  (Taxonomy-aligned) (A.1) 0 0% 0% - - - - - - - - - - - - 0%    Of which enabling 0 0% 0% - - - - - - - - - - - - 0% E    Of which transitional 0 0% 0% - - - - - - - 0% T  A.2.  Taxonomy-eligible but not environmentally sustainable activities  (not Taxonomy-aligned activities) (7)    Low carbon airport infrastructure CCM 6.17 40 1% EL N/EL N/EL N/EL N/EL N/EL 1%    Acquisition and ownership of buildings CCM 7.7  1,688  33% EL N/EL N/EL N/EL N/EL N/EL 37%   Revenue from Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)  1,728  34% 100% - - - - - 38%A. Revenue from Taxonomy-eligible activities(A.1+A.2)  1,728 34% 100% - - - - - 38%B. TAXONOMY-NON-ELIGIBLE ACTIVITIES    Revenue from Taxonomy-non-eligible activities  3,342  66%TOTAL 5,070 100%CAPEX KPI2024 Year Substantial contribution criteria DNSH criteria ("Do No Significant Harm") (16)Economic activities (1) A. TAXONOMY-ELIGIBLE ACTIVITIES  A.1. Environmentally sustainable activities (Taxonomy-aligned)    Acquisition and ownership of buildings CCM 7.7 1 0% Y N N/EL N/EL N/EL N/EL Y Y Y Y Y Y Y 1%   CAPEX of environmentally sustainable activities  (Taxonomy-aligned) (A.1) 1 0% EL N/EL N/EL N/EL N/EL N/EL - - - - - - - - T    Of which enabling 1 0% 1% 0% - - - - - - - - - - - 1% E    Of which transitional 0 0% 0% - - - - - - - 0% T  A.2.  Taxonomy-eligible but not environmentally sustainable activities  (not Taxonomy-aligned activities) (15)    Low carbon airport infrastructure CCM 6.17 16 1% EL N/EL N/EL N/EL N/EL N/EL 1%    Acquisition and ownership of buildings CCM 7.7 836 56% EL N/EL N/EL N/EL N/EL N/EL 49%   CAPEX of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 852 57% % % % % % % 50%A. CAPEX of Taxonomy-eligible activities (A.1+A.2)  853 57% % % % % % % 51%B. TAXONOMY-NON-ELIGIBLE ACTIVITIES    CAPEX of Taxonomy-non-eligible activities 634 43%TOTAL 1,487 100%OPEX KPI 2024 Year Substantial contribution criteria DNSH criteria ("Do No Significant Harm") (22)Economic activities (1) A. TAXONOMY-ELIGIBLE ACTIVITIES  A.1. Environmentally sustainable activities (Taxonomy-aligned)   OPEX of environmentally sustainable activities  (Taxonomy-aligned) (A.1) 0 0% 0% T    Of which enabling 0 0% 0% E    Of which transitional 0 0% % 0% T T  A.2.  Taxonomy-eligible but not environmentally sustainable activities  (not Taxonomy-aligned activities) (22)    Low carbon airport infrastructure CCM 6.17 0 0% EL N/EL N/EL N/EL N/EL N/EL 0%    Acquisition and ownership of buildings CCM 7.7 0 0% EL N/EL N/EL N/EL N/EL N/EL 0%   OPEX of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 0 0% % % % % % % 0%A. OPEX of Taxonomy-eligible activities (A.1+A.2) 0 0% % % % % % % 0%B. TAXONOMY-NON-ELIGIBLE ACTIVITIES    OPEX of Taxonomy-non-eligible activities 343 100%TOTAL 343 100%Taxonomy table for nuclear and gas as referred to in the Complementary Climate Delegated ActNuclear-energy-related activities1. The undertaking carries out, funds or has exposures to research, develop-Noment, demonstration and deployment of innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle.2. The undertaking carries out, funds or has exposures to construction and safe Nooperation of new nuclear installations to produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production, as well as their safety upgrades, using best available technologies.3. The undertaking carries out, funds or has exposures to safe operation Noof existing nuclear installations that produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production from nuclear energy, as well as their safety upgrades.Fossil-gas-related activities4. The undertaking carries out, funds or has exposures to construction or oper-Noation of electricity generation facilities that produce electricity using fossil gaseous fuels.5. The undertaking carries out, funds or has exposures to construction, refur-Nobishment, and operation of combined heat/cool and power generation facilities using fossil gaseous fuels.6. The undertaking carries out, funds or has exposures to construction, refur-Nobishment and operation of heat generation facilities that produce heat/cool using fossil gaseous fuels.SocialAs an organisation with a big presence in local communities and as critical Danish infrastructure, our operations are centred around people. In line with our strategic people focus, our materiality assessment affirmed our responsibility by triggering all four social ESRS topical standards.In this section, we will disclose our efforts to address the identified material impacts, including our own workforce, workers in our value chain, affected communities and consumers.S1 Own workforce At Copenhagen Airports, we aim to build a culture where everyone can grow and feel comfortable being themselves. We believe that a diverse and inclusive work environment is essential to our continued development as an organisation and we want to reflect the society we are part of. Equal treatment  and opportunities for allWe celebrate the diversity of our workforce. We have employees aged 18-78 with very different educational backgrounds and occupations, and, aside from Danish, more than 40 different languages are spoken here. We are committed to creating an environment where everyone, regardless of their individual characteristics, is supported and thrives. It is our position that employees who do the same job, irrespective of background, gender etc. should be paid the same and have equal opportunities to develop their careers. In spite of the varied cultural and educational backgrounds of our workforce, in certain groups we have less gender diversity than desired. We are committed to addressing these barriers so everyone has access to fair and equitable opportunities. We have therefore identified and launched a number of initiatives with the purpose of enhancing the diversity in our workforce.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 - Own workforceGender underrepresentation across own workforce and within Actual negative     managementimpactTraining and skills development initiatives support professional Actual positive     development of our own workforceimpactEmployees with particular characteristics may face invisible barriers Potential negative   at workimpactImpact, risk and opportunity management  S1 -1   Policies related to own workforceEmployee Code of Conduct The Employee Code of Conduct ("the Code") outlines the behavioural standards we expect of all members of our workforce. The Code is approved by the Executive Management and HR is responsible for implementing day-to-day actions based on the Code. The Code details CPH’s commitments to respect, protect and promote international fundamental principles, conventions and laws concerning human and labour rights. The Code is aligned with the UN Guidelines on Business and Human Rights, the ECD Guidelines for Multinational Enterprises, the ILO conventions on workers’ rights, the UN Global Compact and the Universal Declaration of Human Rights.The Code specifies that employees must treat others with respect and dignity and must not violate or participate in the violation of the rights of others – including with respect to discrimina-tion. CPH’s zero tolerance approach to discrimi-nation and harassment is affirmed in our Diversity and Inclusion Policy (see below). While the Code of Conduct does not specifically cite any legally protected characteristics, the Diversity and Inclu-sion Policy does set out five dimensions of diver-sity to be protected and promoted. CPH does not tolerate any form of human traf-ficking, forced labour or child labour in the workplace or in our supply chains. CPH’s human rights commitments apply across our operations and value chain, covering our own workforce, our partners’ employees, our customers and all those affected by our activities. While CPH has not established formalised processes to monitor compliance with our human rights commitments, we do have the following mechanisms in place:Diversity and Inclusion Policy CPH aims to cultivate a diverse and inclusive work-force. In 2024, we introduced a new Diversity and Inclusion Policy that sets out CPH’s position on diversity, equity, inclusion, recruitment and talent, and defines key responsibilities for achieving our ambitions. The policy defines behavioural princi-ples in relation to gender balance and equality, age and educational background, gender identity and sexual orientation, religion, ethnicity, neurodi-vergence and disabilities. The policy also sets out commitments to improve gender representation specifically, including gender diversity targets and a roadmap to meeting these targets for both employees and top management. The Diversity and Inclusion Policy is approved by the Board of Directors and applies to all employees of Copenhagen Airports A/S. The Chief HR Officer is the most senior person accountable for its implementation. The HR department reviews the Diversity and Inclusion Policy, and suggests any updates or changes to the Executive Board for approval.To support the policy's implementation, CPH has launched a strategic framework called “MIT CPH”, named after the initial letters of the Danish words for “diversity, inclusion, talent”. The strategy oper-ationalises CPH’s diversity and inclusion commit-ments and is further described in S1-4 below.The Diversity and Inclusion Policy was developed by the HR department through a collaborative process involving key internal stakeholders. All employees have a responsibility to observe the Diversity and Inclusion Policy on a daily basis.The Code of Conduct and the Diversity and Inclu-sion Policy are both available on CPH’s intranet and website, and all employees and leaders must read them, acknowledge that they have read and understood them, and undergo internal training on them. Policies are implemented through e-learning materials on inclusive behaviour and all leaders are required to take leadership courses that address how to mitigate bias. CPH has formal and informal channels for employees to report incidents of discrimination (see S1-2, S1-3 below and on page 97).As our business is heavily regulated, CPH holds that all employees should receive the training necessary regardless of gender, age, educational background, gender identity and sexual orien-tation, religion, ethnicity, neurodivergence and disabilities. As such, we do not have a formalised policy in relation to training and skills devel-opment, but we do have structures in place to ensure all mandatory training is completed.   S1 -2   Processes for engaging with own workers and workers’ representatives about impactsOur primary form of employee engagement is through an annual occupational workplace assessment ("APV"). The objective of the APV is to ensure that CPH remains a healthy and safe workplace for our employees. The focus is on identifying and preventing potential risks and negative impacts on the employees. The scope and topics covered in the APV, including our method for measuring its effective-ness, are presented in S1-2 Working conditions on pages 96-97. In addition to the APV, CPH also engages with employees on diversity and inclusion through a DEI Sounding Board, regular training and work-shops. General feedback and changes resulting from employee engagement are shared with employees via email and published on the intranet. To ensure information is accessible, CPH has developed a reading and writing programme as part of our "Sikker Læsning for Alle" (Confident Reading for All) project. The programme supports dyslexic employees with reading and writing at work, and in 2024 CPH offered training in these technolo-gies to employees who have difficulty reading.   S1 - 3  Processes to remediate negative impacts and channels for own workers to raise concernsCPH encourages all employees to raise concerns directly with their immediate manager or with the HR department in the first instance. This includes employee-related complaints, for example dissatisfaction with salary conditions or interpersonal issues. Employees can also raise concerns with their trade union or health and safety representative.We encourage an open dialogue about “difficult” cases between managers, HR and employees. CPH believes that many employee concerns can be resolved through an open dialogue. Cases resolved informally through these channels are not registered or monitored. Some cases may require action, including a reprimand, warning or, in the extreme, termination and/or immediate dismissal. CPH registers all these cases with our HR department, which has a structured approach to follow up on actions considered necessary. The Code of Conduct stipulates that managers and above have a responsibility to ensure an open environment where employees can express their concerns at all times without fear of retaliation. CPH assesses employees’ trust in raising concerns through the APV, which includes a dedicated question on whether employees feel comfortable talking to their manager. As a final measure, members of our workforce may anonymously report violations of the Code of Conduct or other behavioural issues through our whistleblower mechanism. The whistleblower mechanism is described in more detail in section G1-1 Business conduct on page 117.  S1 -4   Taking action on material impacts on own workforce, and approaches to managing risks and pursuing opportunities related to own workforce, and effectiveness of those actionsBuilding an inclusive cultureOngoing actionsActions to improve diversity, promote an inclusive culture and ensure employees can reach their full potential are governed by our overarching diversity, inclusion and talent strategic framework “MIT CPH”, named after the initial letters of the Danish words for “diversity, inclusion and talent”. The strategy applies across CPH’s operations and outlines five key diversity dimensions and behavioural principles (see S1-1 above). MIT CPH defines organisational and individual responsibilities for achieving our DEI objectives. In addition, we have established a DEI Sounding Board, comprising volunteer employees from diverse backgrounds, which meets every two months and provides feedback on diversity- and inclusion-related topics. In 2024, the Sounding Board helped develop a diversity and inclusion workshop that was rolled out to various departments across the organisation (see S1-4 below for more detail). All workers at Copenhagen Airports can give feedback on courses they have participated in through an online platform. Qualitative feedback is used to develop and improve CPH’s training offering. Finally, CPH has developed an e-learning programme on inclusive behaviour. This is a mandatory course for all leaders but is also made available to all employees to complete via CPH’s online training platform. Actions taken in the yearInclusive leadership: In January 2024, CPH commenced a mandatory two-year Leadership Development Programme, in which all managers with personnel responsibilities are enrolled. The programme includes a module on inclusive lead-ership, bias awareness and inclusive behaviour to ensure managers are well equipped to role-model and promote CPH’s diversity, inclusion and talent ambitions within their teams.  Diversity and inclusion workshops: Throughout the year, CPH employees participated in diversity and inclusion awareness workshops, developed in close dialogue with the DEI Sounding Board. The workshops sought to familiarise CPH employees with diversity, equity and inclusion, and help them understand how to limit discriminatory behaviours by practising inclusive behaviour. In 2024, 20 workshops were held with departments across CPH that requested them. LGBTQ+ workshops: During the year, CPH hosted two workshops in collaboration with LGBT+ Denmark that addressed topics relating to gender and sexuality. These workshops were voluntary and all employees were invited to participate. Diversity and Inclusion Policy: In 2024, CPH refreshed our Diversity and Inclusion Policy to take a more intersectional approach. The policy applies across CPH and is described in more detail in S1-1 above. Addressing gender underrepresentationActions taken in the yearGender diversity targets and policy updates: To remediate negative impacts associated with gender underrepresentation, in 2024 CPH intro-duced a gender split target for the entire organi-sation. The gender targets are further described in S1-5 below. Mitigating bias in recruitment: Diversity among our employees and job applicants is important to us at CPH. We aim to reflect society and believe that everyone brings something of value to the table. To ensure equality in CPH’s recruitment practices, the Diversity and Inclusion Leads at CPH collab-orate with the recruitment team to incorporate inclusivity principles into the recruitment process, including a formal guideline on how we introduce inclusivity when posting our job advertisements. In job ads, we have incorporated a less corporate language and added sections that reflect who future colleagues and leaders are and what values it is important for them to have. Finally, we have collaborated with Develop Diverse to learn how to spot biased language and how to rewrite texts so they speak to everyone regardless of age, ethnicity, gender, neurodivergence, etc. Promoting training and skills development Ongoing actionsMandatory training programme: All people who work at Copenhagen Airports, including employees, non-employees and other value chain workers, are assigned a specific training programme. For some roles, the type of training is required by law. All training programmes include mandatory security and disability awareness training, which must be retaken by all workers every other year. Training of security employees is described in more detail in section S4-4 on pages 113-114.First Professionals initiative: CPH’s First Profes-sionals initiative aims to contribute to the profes-sional and interpersonal development of young talent at CPH. The initiative is targeted at all employees under 35 years old who are working for the first time in a large, complex company like CPH. The initiative has three elements: a two-day camp, an informal mentoring scheme and a social network. 59 young professionals enrolled in 2024, and programme evaluations have shown that four out of five respondents felt they had developed their personal leadership and social skills. Four out of five also felt that they strengthened their network across CPH.Identifying actions and tracking performanceActions to address impacts related to gender, diversity and inclusion are identified by our Diver-sity and Inclusion Leads, in close dialogue with the DEI Sounding Board, and funded through a dedicated annual budget. Actions relating to training and skills development are identified and initiated by our Talent and Development Specialists and resourced through the HR department. CPH tracks the effectiveness of actions and initia-tives to improve gender representation through our diversity targets and by monitoring the gender split of the workforce. CPH also seeks qualitative feedback from participants in training initiatives, and tracks the completion rate of our Leadership Programme. All the actions described above are carefully designed to mitigate potential and actual risks and negative impacts, and to ensure that CPH's own practices do not impose further risks or negative impacts on our own workforce.Metrics &amp; targets  S1 - 5   Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunitiesGender diversity targetsCPH is committed to promoting a diverse work-force across all levels of the organisation, and in 2024 we introduced new gender diversity targets:40/40/20 gender distribution in CPH’s employees by 203040/40/20 gender distribution in  CPH's management by 2030This means CPH aims to have a workforce comprising at least 40% men and 40% women by 2030, and with a 20% margin for the remaining binary gender distribution and to include non-binary representation. This relative target applies to all CPH employees and applies separately to the Executive Manage-ment level of CPH and all management levels below that. Our target for gender diversity is an absolute value. Therefore, we assess progress based on our diversity goal rather than comparing it to a base-line year.In 2024, the proportion of females in our work-force was 36%, which is a slight increase on 2023. We will continue our work to reach our targets by 2030.Board diversity targetsCPH’s Board of Directors has established goals for the underrepresented gender. CPH aims to achieve at least 40% representation of the under-represented gender by 30 June 2026. This is a relative target and CPH has not set a baseline year or baseline value.In 2024, one of six non-employee members of the Board was a woman (17%). Stakeholders, including members of CPH’s work-force, were not directly involved in target setting. CPH has not set targets relating to other diversity-related impacts due to legal restrictions on the collection of this data, nor have we set training-related targets due to data unavailability. The metrics presented on the next page include all employees directly employed at CPH. All employees are located in Denmark at our loca-tions in Copenhagen and Roskilde. Due to the nature of our data, we distinguish between female and male when accounting for gender diversity.Further description of the methodologies and significant assumptions related to the metrics is provided in the S1 Accounting policies section.  S1 -6  Characteristics of own employeesNumber of employees (headcount) 2024   2023Female 1,019 956Male 1,816 1,725Other N/A N/ANot reported N/A N/ATotal 2,835   2,681Employee turnover 2024   2023Employee turnover rate (%) 11. 8%   13.6%Number of employees who left in the period 325   345Number of FTEs 2024   2023Number of employees (FTE) 2,577 2,452Number of permanent employees (FTE) 932 940Number of temporary employees (FTE) 12 14Number of non-guaranteed hours employees (FTE) 1,633 1,498  S1 - 8   Collective bargaining, including rate of workers covered by collective agreements2024   2023Denmark 100% 100%  S1 - 9   Diversity metrics2024   2023Gender diversityWomen in top management (Board) 1 (16.7%) 1 (16.7%)Women in top management (senior leadership positions) 16 (34.8%) 12 (30.8%)Distribution of employees by age groupUnder 30 years old 8.6% 9.8%30-50 years old 44.6% 48.2%Over 50 years old 46.8% 42.0%  S1 -1 0   Adequate wages2024   2023Employees paid below wage benchmark (%) 0% 0%  S1 -1 6   Remuneration metrics 2024   2023Gender pay gap 9.7% -Remuneration ratio of the highest paid individual  20.2 -Working conditionsThe nature of our operations requires a diverse workforce, including operational staff, adminis-trative personnel and contractors, all of whom contribute to delivering seamless and safe travel experiences for millions of passengers annually. We therefore place a high priority on safe-guarding the physical, social and psychological safety of everyone in our workplace. Ensuring the health, safety and wellbeing of our workforce is a fundamental element of our people strategy and part of our DNA. We believe that personal phy-sical and psychological health and wellbeing are essential foundations for leading a balanced life and unlocking individual potential. CPH is committed to providing an environment where everyone feels safe and has the optimal conditions to do their work and thrive optimally. Ensuring positive working conditions not only supports employee satisfaction and retention but also reinforces CPH’s commitment to uphold human rights and prevent workplace-related risks such as accidents, work-life imbalance and health concerns, thereby promoting a sustainable and safe working environment.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 - Own workforceRisk of accidents, injuries and managing occupational health Actual negative     impactImpact, risk and opportunity management  S1 -1   Policies related to own workforceCode of ConductCPH’s Code of Conduct sets out our commitment to uphold human and labour rights in line with applicable international principles, conventions and laws. This includes providing a working envi-ronment that ensures the safety, health and well-being of our employees. More detail about CPH’s Code of Conduct and human rights commitments is given in S1 Equal treatment and opportunities for all on pages 90-91. Working Environment Policy At CPH, the concept of "working environment" includes safety, health and wellbeing. Our Working Environment Policy ("Arbejdsmiljø-politik") and its supporting procedures govern our approach to ensuring a healthy and safe working environment, both physically and mentally, in accordance with our UN Global Compact commit-ments. The policy details our ambition to foster a strong prevention culture, support strong phys-ical, mental and social wellbeing, and achieve a workplace that is free of accidents, injuries and work-related illnesses. Data on occupational health, injuries and accidents is collected through our working environment platform, SafetyNet. The Working Environment Policy applies to all employees and temporary workers, but excludes non-employees within CPH’s workforce. Manage-ment is ultimately responsible for its implemen-tation, and our People Health and Safety (PHS)department monitors and reviews the policy as required based on input from annual surveys and feedback from employees and the authorities. The Working Environment Policy is available to employees on our intranet.  S1 -2   Processes for engaging with own workers and workers’ representatives about impactsEmployee perspectives are incorporated into workplace decision-making through health and safety representatives who sit on the General Occupational Health and Safety Committee ("Hovedarbejdsmiljøudvalg" or HAMU). Another process for engaging with our workforce is through an annual occupational workplace assessment ("APV"), which provides comprehen-sive insights into their workplace health and well-being. The PHS department works in tandem with the Safety Organisation and HAMU to prepare and undertake the annual APV. The Director of Health and Safety is the most senior person with operational responsibility for the APV. The APV addresses key areas such as accidents, ergonomics, sickness, wellbeing and inclusivity to guide our ongoing efforts to create a more secure and supportive workplace culture. Through our APV, we gain insight into which groups of employees are most vulnerable to health and safety impacts that are more driven by work function than demographics. The psycho-logical APV includes diversity- and inclusion- focused questions, but these seek to understand how all members of the workforce experience inclusion at CPH. The APV is anonymous and, due to legal restric-tions on the collection of sensitive personal data in Denmark, it has not been possible for us to directly evaluate the impact on more vulnerable members of our workforce. However, as a means to understanding the challenges faced by such groups at a general level, CPH has engaged in various activities to make sure perspectives from all employee groups are voiced, including the establishment of a voluntary DEI Sounding Board whose members represent the diversity of the workforce in terms of gender, cultural back-ground, age, sexual orientation and neurodiver-sity. The board’s primary function is to inform and qualify DEI initiatives and policies at CPH.The APV takes the form of two surveys offered directly to all members of CPH’s workforce to gauge respondents’ experience of their physical working environment and their mental wellbeing.  CPH encourages all of our employees to partic-ipate in the assessments to increase the validity of the analysis and provide the best conditions for us to address unwanted behaviour and health concerns at an early stage.The 2023 assessment focused on psychological aspects and revealed work-related stress as a critical issue. In response, we introduced targeted initiatives in 2024 to improve employee-manager communication and support. The assessment achieved an 81% participation rate. In 2024, we conducted APVs covering both physical and psychological safety matters. We will work with the results provided by the assessment throughout 2025. The results from the surveys are published on our intranet, and managers are instructed to discuss the APV findings with their teams, ensuring employee feedback drives meaningful improve-ments and translates into specific action plans that are monitored through our SafetyNet platform. CPH measures the effectiveness of the APV through the participation rate, considering a participation rate above 75% as a successful level of engagement. CPH also monitors performance against health and safety metrics, including inci-dents, accidents and sickness. In the future, CPH will also measure the effectiveness of the APV by monitoring whether our employees feel safe to address mistakes and suggest improvements without fear of being shamed or ridiculed. This fosters a safe work environment where everyone contributes to improvements.   S1 - 3  Processes to remediate negative impacts and channels for own workers to raise concernsHealth, safety and wellbeing impacts can take different forms of varying severity. CPH has there-fore established several channels for members of our workforce to report concerns and incidents and have them addressed. In compliance with Danish regulations, each department has an elected health and safety representative. These representatives receive specialised training in occupational health and safety and wellbeing to effectively support employees. Workers can report workplace concerns anonymously to these representatives, who will escalate issues to the Health and Safety Organisation or the PHS department as necessary.In the event of severe health and safety incidents at our airport sites, CPH will take measures to provide immediate support to the individuals involved and seek to learn the lessons. This means reporting severe incidents to the Execu-tive Management and conducting a root cause analysis to identify mitigating and preventa-tive actions. CPH ensures impacts on affected employees are remediated through the provision of ongoing health and psychological support through CPH’s health insurance and dedicated counsellor.All health and safety incidents are documented in the management system through the PHS department. For non-emergency concerns, employees are advised to first discuss issues with their direct manager or the Director of Health and Safety. Additionally, we have appointed an internal psychological safety expert to address specific psychological and psychosocial workplace concerns, providing an additional support channel for employees.CPH ensures that employees are made aware of these reporting channels by advertising them on the employee intranet, and of their effectiveness through regular reporting and trend analysis. The PHS department prepares reports regularly for the Executive Management and the ARMC. This includes voluntary additional reporting on safety data from CPH construction sites. CPH does not yet formally assess the extent to which members of the workforce trust these structures and processes.   S1 -4   Taking action on material impacts on own workforce, and approaches to managing risks and pursuing opportunities related to own workforce, and effectiveness of those actionsBased on findings from the annual APV (described in S1-2 above), the PHS department identifies areas for improvement at an organisational level, while local managers are responsible for planning, leading and coordinating the daily work related to the working environment. Actions to mitigate or address health and safety impacts may be identified, implemented and resourced directly by the PHS department or by recommendation from the Health and Safety Organisation. No actions taken in 2024 required significant operational or capital expenditure during the year.Ongoing actionsTraining and networks: All health and safety representatives and health and safety leaders receive training as part of an annual health and safety conference. This training covers key health, safety and wellbeing topics, including how to report incidents and illness, near-misses, psycho-logical safety, ergonomics and pain. This ongoing action ensures individuals in key positions of responsibility are well equipped to prevent, miti-gate and respond to health and safety impacts in their areas. CPH has also established manager network groups to support manager peer learning around team and employee wellbeing, and other employees can also join employee-specific health and safety networks to support their own psycho-logical wellbeing. Incident monitoring: Managers of teams in air- and landside roles with higher risk of acci-dents and incidents monitor health and safety accident data on a weekly basis. This ensures managers conduct due follow-up on all incidents and enables early identification of any systemic patterns or issues. This ongoing action addresses health and safety incidents in these areas of the airport’s operations. Stress prevention initiatives: To mitigate negative impacts on employees associated with work-related stress, CPH has implemented a stress prevention strategy that covers all members of CPH’s workforce and focuses on strengthening competencies for preventing and managing stress throughout the organisation. All health and safety representatives and leaders, and all other members of CPH's management, are invited to participate in annual stress prevention and psychological safety training that provides tools for managing individual and team stress.Other key stress prevention initiatives include ongoing support from our PHS department, APV dialogue meetings, management sparring, and the provision of an external counsellor and therapy provided via CPH’s health insurance.  Actions taken during the yearIn 2024, CPH held a series of dedicated work-shops to address health and safety impacts relating to a particular area of the airport’s operations. CPH employees and airline handling employees (considered value chain workers) had been injured while docking and undocking planes from the airport’s electricity supply. To prevent this, CPH facilitated four workshops attended by handlers, their employees and CPH employees involved in the activity on how to perform these activities safely and prevent electrocution. The identified measures are expected to be imple-mented during 2025. Remedial actions: Apart from the above, CPH did not take any specific action in the year to remedy actual negative health and safety impacts. Performance monitoring and ensuring effectivenessCPH tracks the effectiveness of our health and safety policies, procedures and actions by assessing performance against key targets (see S1-5 below) and monitoring key metrics (see S1-14 for more detail on metrics). CPH also seeks quali-tative feedback from employees through the APV (see S1-2 above). All the actions described above are carefully designed to mitigate potential and actual risks and negative impacts, and to ensure that CPH's own practices do not impose further risks or negative impacts on our own workforce.Metrics &amp; targets  S1 - 5   Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunitiesTo support efforts to mitigate negative health and safety impacts on our own workforce, CPH has set targets for two safety-related metrics, as described below. Both targets help CPH to identify trends and measure the effectiveness of our initiatives to miti-gate workplace safety risks and improve employee health and wellbeing. Performance against health and safety targets is monitored by the PHS department and overseen by the Corporate Leadership Team on a monthly basis. Stakeholders, including members of CPH’s work-force, were not directly involved in target setting, and the General Occupational Health and Safety Committee (HAMU) was engaged directly in monitoring performance against these targets. The performance is also presented to our Working Environment Committee (AMO) on a semi-annual basis. However, our leadership team is responsible for engaging all employees in identifying lessons for improvement through the APV process. This typically occurs through departmental meetings. Rate of absence due to illnessCPH has set a target to achieve a 4.5% rate of absence due to illness. The ARMC consistently monitors the performance against target. In 2024, CPH achieved 5.8%.In 2024, CPH focused on mapping how absence due to illness is managed within our organisation. In 2025, a concept will be developed to improve processes, data management and the dialogue between managers and employees regarding absenteeism. The goal is to establish a consistent approach to absence due to illness that promotes trust and creates a sense of security.This relative target applies to all employees at CPH and as this is an ongoing target we have not set a baseline year or baseline value. Rate of recordable work-related accidents CPH has set a target to achieve 7.5 occupational injuries per one million working hours (LTIF) among CPH employees. In 2024, CPH achieved 12.6, up from 8.2 in 2023. The increase year over year is due to longer absence periods from indi-vidual accidents in 2024 than in 2023. The increase should also be considered in the context of our intensified focus on creating a safe environment for reporting mistakes and accidents. To foster learning from these incidents, root cause analyses are conducted, and the AMO is trained in systematic learning practices. Furthermore, senior management follows up on accidents in the highest-risk areas on a weekly basis to ensure continuous improvement.This relative target applies to all employees at CPH and as this is an ongoing target we have not set a baseline year or baseline value.Additional health and safety metrics relating to value chain workers are disclosed in S2 Workers in the value chain on pages 106-107.   S1 -1 4   Health and safety metricsHealth and safety metrics 2024   2023Percentage of workforce covered by H&amp;S management system 100% 100%Number of fatalities      Own employees 0 0      Value chain workers working on own sites 0 0Rate of absence due to illness 5.8% 5.1%Number of recordable work-related accidents  54 33Occupational injuries per one million working hours (LTIF) 12,6 8,2  S1 -17  Incidents, complaints and severe human rights impactsIncidents of discrimination, harassment and human rights 2024   2023Incidents of discrimination &amp; harassment 2 4Complaints filed through grievance / complaints mechanisms  0 0Number of complaints filed to National Contact Points for OECD multinational enterprises  0 0Severe human rights incidents connected to workforce 0 0      Of which cases of non-respect of UNGPs and OECD guidelines 0 0Total amount paid in fines, penalties and compensation for damages  0 0CPH has exercised the phase-in provision to omit reporting on cases of work-related ill-health (88d) and days lost to work-related injuries, ill-health, accidents and fatalities (88e) for the first year of reporting.S1 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle All  All metrics cover the reporting period 1 January 2024 – 31 December 2024. S1-5  - Gender Our gender diversity target has been reported in previous annual diversity and reports and was not changed during this reporting year.health and The targets on health and safety metrics were not included in safety targetsprevious annual reports.S1-6 50a Total number CPH defines gender based on social security numbers, hence of employees the data exclusively distinguishes between female and male. The and gender reported headcount is calculated at year-end. distributionCalculations include all employees (both full-time and part-time). The data is extracted from our HR register and payroll system. General payroll processes ensure a high level of quality in the data.S1-6 50b Permanent, CPH reports the distribution of FTEs as an average for the year in tempo-accordance with the financial statements. Temporary employees rary and are defined as apprentices, substitutes and office students. non-guaran-Non-guaranteed hours employees are defined as employees teed hours employed on a contract without specified working hours. Perma-employeesnent employees are defined as officials and employees employed on a full-time contract.Calculations include all employees. The data is extracted from our HR register and payroll system. General payroll processes ensure a high level of quality in the data.Datapoint/ ESRS DR   Paragraph  metric    Accounting principle S1-6 50c Total number CPH accounts for all employees who have left CPH, regardless  of employees of the cause, during the accounting year. CPH uses the  who lefttermination month (the last month an employee is on CPH’s payroll), ensuring that we do not double account for employees across the years. Calculations include all employees (full-time and part-time). The data is extracted from our HR register and payroll system. General payroll processes ensure a high level of quality in the data. S1-6 50c Employee The employee turnover rate is calculated as: turnover rateEmployee turnover       (Employees who have left CPH during the financial year)=   (Headcount of all employees at the end of the financial year)Calculations include all employees (full-time and part-time). The data is extracted from our HR register and payroll system. General payroll processes ensure a high level of quality in the data.S1-8 60a Collective A labour law judgement from 1999 directs that all jobs at CPH bargaining must be covered by a collective agreement. Calculations include agreement all employees (full-time and part-time), excluding the Executive coverageManagement.S1-9  66a  Women in The proportion of individuals in top management who are women. top manage-CPH defines gender based on social security numbers, hence the ment data exclusively distinguishes between female and male. CPH defines top management as the employees reporting directly to the CEO or his CxOs.The data is extracted from our HR register and payroll system. General payroll processes ensure a high level of quality in the data.S1 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle S1-9 66b Distribution The age of all employees is determined as the age at year-end. of employees by ageCalculations include all employees (full-time and part-time). The data is extracted from our HR register and payroll system. General payroll processes ensure a high level of quality in the data.S1-10 69 Adequate All members of our workforce, including third-party workers within wages our workforce, are paid an adequate wage in line with internal requirements and local collective bargaining agreements.S1-14  88b   Fatalities   CPH defines fatalities as the number of deaths resulting from a work-related incident or exposure occurring in the course of their employment. Calculations include all employees (full-time and part-time). CPH stores data on work-related accidents in SafetyNet, which is an external system used for reporting and monitoring. Moreover, CPH is obligated to report all work-related injuries, including fatalities, to the Danish Working Environment Authority (WEA), which may inspect companies based on the reports received.S1-14  88c  Work-related CPH defines work-related accidents as incidents in connection accidents with work that lead to a person being physically or psychologically injured, cf. the Danish Working Environment Authority (WEA).Calculations include all employees (full-time and part-time). CPH stores data on work-related accidents in SafetyNet, which is an external system used for reporting and monitoring. Moreover, CPH is obligated to report all work-related injuries, including fatalities, to the Danish Working Environment Authority (WEA), which may inspect companies based on the reports received.Datapoint/ ESRS DR   Paragraph  metric    Accounting principle S1-14  88c   Rate of The lost-time injury frequency (LTIF), which represents all incidents recordable reported per million working hours.work-related LTIF accidents    (Number of cases with absence of more than a day             after the incident) x 1,000,000=         (Total hours worked)Calculations include all employees (full-time and part-time). CPH stores data on work-related accidents in SafetyNet, which is an external system used for reporting and monitoring. Moreover, CPH is obligated to report all work-related injuries, including fatalities, to the Danish Working Environment Authority (WEA), which may inspect companies based on the reports received. S1-16  97a Gender pay Calculations include all employees (full-time and part-time) gapemployed on 31 December. Due to the nature of the data, CPH distinguishes between male and female exclusively.Gender pay gap     (Average gross hourly pay level of male employees -         Average gross hourly pay level of female employees)=    (Average gross hourly pay level of male employees)The data is extracted from our HR register and payroll system. General payroll processes ensure a high level of quality in the data.S1 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle S1-16 97b  Annual total Calculations include all employees (full-time and part-time). Annual remuneration total remuneration includes all fixed salary elements, including base ratiosalary, pension and other benefits, and bonus.Annual total remuneration ratio         (Annual total remuneration for the undertaking's           highest paid individual)=        (Median employee annual total remuneration           (excl. highest paid individual))The data is extracted from our HR register and payroll system.For further information on remuneration, please see our annual Remuneration Report.S1-17 103a Incidents of The number of incidents of discrimination reported comprises discrimination substantiated incidents within CPH's own workforce related to &amp; harassmentdiscrimination and harassment, which CPH defines as threats, phys-ical violence and unintended sexual attention as well as discrimina-tion related to sex, gender, religion, disability, etc.Cases are reported to the HR department through leaders, union or employee representatives or through the whistleblower mecha-nism. At present, the Group’s formal processes are not designed to fully capture ESRS-required metrics pertaining to S1-17. The reported figures include all employees (full-time and part-time).CPH uses an external provider for our whistleblower mechanism.Datapoint/ ESRS DR   Paragraph  metric    Accounting principle S1-17 103b Complaints CPH reports the number of complaints filed through grievance/ filed through complaints mechanisms as the number of cases filed through our grievance/ whistleblower mechanism relating to our own employees. complaints mechanisms The reported figures include all employees (full-time and part-time).CPH uses an external provider for our whistleblower mechanism.S1-17 103b Number of The number of cases reported to the Danish Business Authority and complaints communicated to CPH.filed to National The reported figures include all employees (full-time and part-time).Contact Points for OECD multinational enterprises S1-17 103cTotal amount CPH reports on the total amount of fines, penalties and compensa-104bpaid in fines, tion directed at remediating any victim(s) of an incident of discrim-penalties ination or harassment based on mutual agreements between the and compen-employee(s) and our HR department.sation for damages The reported figures include all employees (full-time and part-time).S1 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle S1-17 104a Severe CPH reports the number of severe human rights incidents by human rights compiling the number of cases, classified as severe human rights incidents incidents, cf. section 99a of the Danish Financial Statements Act, connected to filed through our whistleblower mechanism, annual APVs and HR workforcedepartment. The reported figures include all employees (full-time and part-time).S1-17 104a Cases of CPH reports the number of cases of non-respect of UNGPs and non-respect OECD guidelines by compiling the number of cases, classified of UNGPs as per section 99a of the Danish Financial Statements Act, filed and OECD through our whistleblower mechanism, annual APVs and HR guidelinesdepartment. The reported figures include all employees (full-time and part-time).S2 Workers  in the value chainCPH is committed to contributing to a safe working environment where risks are proactively identified, mitigated and addressed.This means complying with Danish legal require-ments relating to health, safety and wellbeing, and working proactively with contractors and third parties to ensure a common approach to health and safety at the airports in line with our commitments as a member of the UN Global Compact to uphold fundamental human rights as defined in the International Bill of Human Rights and Labour Rights as defined in the International Labour Organization’s (ILO) fundamental conven-tions. Exposed workers in the value chain include those performing air- or landside roles, including cargo workers, airline handlers and construction workers. Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S2 - Workers in the value chainRisk of accidents, injuries and managing occupational health for  Actual negative       value chain workers at CPH sitesimpactImpact, risk and opportunity management  S 2-1     Policies related to value chain workersUltimately, responsibility for the health and safety of contractors’ workers rests with their employers, in accordance with Danish law. Contractors are required to adhere to Danish working environment require-ments in respect of their employees, and value chain workers at CPH’s sites are covered by their employers’ health and safety policies and procedures. However, as a construction client, CPH has a legal responsibility to coordinate health and safety at construction sites when more than one employer is present.As a member of the UN Global Compact, CPH is committed to supporting and respecting interna-tionally recognised human and labour rights. CPH strongly encourages suppliers to participate in the UN Global Compact, and to annually communicate their progress to stakeholders in general and to CPH in particular. To support these commitments, CPH has imple-mented a Supplier Code of Conduct, engages  with contractors on safety (see S2-2) and has  established a whistleblower mechanism through which stakeholders can raise complaints (S2-3).Supplier Code of Conduct CPH’s Supplier Code of Conduct ("the Supplier Code") sets out ethical standards expected of suppliers. The Supplier Code is aligned with the principles of the UN Global Compact and the ILO’sFundamental Principles, and includes provisions relating to the environment, health and safety for workers, human rights, and bribery and corrup-tion. The Supplier Code explicitly prohibits any form of forced labour and states that suppliers must also not engage in, or benefit from, the use of child labour.The Supplier Code applies to all suppliers, unless contractually excluded, and CPH expects our principles to also apply to a supplier’s parent entities, subsidiary or affiliate entities, and their employees, subcontractors and other third parties. The Supplier Code therefore covers all value chain workers. Every supplier on a standard contract is provided with a link to the Supplier Code, which is available on CPH’s website.Consideration was given to the interests of key internal stakeholders when developing the Supplier Code, including input from CPH’s Procurement and Legal departments and taking into account a human rights perspective. The CFO is the most senior person responsible for the implementation of the Supplier Code.During the year, there were no recorded cases of non-respect of the UN Guiding Principles on Business and Human Rights, the ILO Fundamental Principles and Rights at Work or the OECD Guide-lines for Multinational Enterprises involving value chain workers reported in Copenhagen Airports’ upstream or downstream value chain.    S2-2  Processes for engaging with value chain workers about impactsCPH supports a comprehensive approach to worker safety by providing safety instructions for all workers on site and implementing initiatives to support workers with diverse characteristics (e.g. workers with hearing impairments). CPH indirectly references Global Framework Agreements and the human rights of value chain workers through our compliance with the Danish regulation laid down by the Danish Working Environment Authority. We ensure effective health and safety coor-dination for value chain workers through regular engagement with contractors and their employees. The People Health and Safety (PHS) department manages this process, with the Senior Director of our Projects department holding ulti-mate accountability.Construction workers CPH conducts safety meetings every 14 days for major projects, meeting Danish legal require-ments. These meetings include representatives from all involved companies, including CPH's working environment coordinator and contractor project managers. An employee health and safety representative from each company attends to provide worker perspectives.The meetings facilitate project progress discus-sions and address safety concerns. CPH’s project director is responsible for ensuring these meetings occur. CPH evaluates the effectiveness of this engagement by monitoring safety data, which is reported to the Corporate Leadership Team.Other value chain workers The PHS department coordinates monthly meet-ings with value chain operators in areas such as luggage handling and flight-related activities. These meetings include employee health and safety representatives from the majority of third parties to ensure alignment on safety procedures, although third parties engaged in flight activities are occasionally not fully represented.Due to legal restrictions on the collection of sensitive personal data in Denmark, CPH has not taken steps to identify whether certain value chain workers could be more vulnerable to impacts.  S2- 3  Processes to remediate negative impacts and channels for value chain workers to raise concerns CPH has not established procedures for addressing and remediating health and safety impacts on value chain workers because respon-sibility for the health and safety of contractors’ workers rests with their employers, in accordance with Danish law. In practice, should a value chain worker wish to raise a concern regarding their own health and safety, they must do so through their employer’s reporting routes and by informing their own health and safety representatives. In the event of a safety incident at a CPH site, CPH would support the contracted party in performing its own internal investigations and root cause analyses. The PHS department is responsible for following up on and monitoring any concerns raised, as well as ensuring the effectiveness of the remediation.Value chain workers may also choose to submit a report via CPH's third-party Whistleblower Platform for any incidents relating to health and safety allegations. The Whistleblower Platform is available on CPH’s website and described in detail in G1-1 Business conduct on page 117.   S2-4  Taking action on material impacts on workers in the value chain, and approaches to managing risks and pursuing opportunities related to value chain workers, and effectiveness of those actionsTo facilitate a common approach to health and safety across our operations, CPH’s PHS depart-ment has implemented several actions and initia- tives involving contractors' employees. Actions are identified through contractor engagement (see S2-2 above) and are resourced through the department’s operating budget. The Supplier Code (see S2-1 above) ensures CPH’s procurement practices do not inadvertently contribute to nega-tive impacts on value chain workers. No actions required significant OPEX/CAPEX expenditure during the year.Safety procedures at construction sitesAll construction workers must participate in a mandatory safety induction, which is refreshed annually. This ongoing action is required for both CPH employees and contractors’ workers at large construction sites. The induction provides workers with training and course material relating to work-place safety and supports a shared understanding of the specific safety risks at these sites. CPH has hired additional resources to support and oversee safety at construction sites and initiated a more strategic and systematic approach to our collaboration with turnkey construction contrac-tors. CPH holds quarterly meetings with contrac-tors, beyond our statutory duties as a client, to proactively predict risks and implement preventive measures to avoid incidents. CPH ensures that our actions to mitigate health and safety risks and prevent impacts on both CPH employees and contractor construction workers are effective by monitoring key safety data from our construction sites. This is described in more detail in S1-4 Health and safety on page 98. Facilitating safety discussions among smaller contractorsCPH facilitates an annual Experience Exchange ("ERFA") meeting with other contractors involved in smaller construction projects. This ongoing action supports dialogue between representatives from several contractors, including employee representatives, regarding the working environ-ment and safety. CPH does not track the effec-tiveness of this initiative given the breadth of the stakeholders and projects involved. Actions taken during the yearDuring the year, CPH held a series of targeted health and safety workshops attended by both our own employees and the employees of our airline handling companies. This action is described in detail in S1-4 Health and safety (see page 98).CPH did not take specific action during the year to remedy impacts on value chain workers because responsibility for their working conditions lies with their employers. CPH therefore cannot assess the effectiveness of such actions.During the year, no cases of severe human rights issues and incidents were reported involving workers in CPH's upstream and downstream value chain. Metrics &amp; targets  S2- 5  Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunitiesRate of recordable work-related accidents among contractorsCPH has set a relative annual target to achieve 12.5 occupational injuries per one million working hours (LTIF) for contractors at CPH. Performance against health and safety targets is monitored by the PHS department and overseen by the Corpo-rate Leadership Team's Performance Board. The target applies to all construction contrac-tors working at CPH sites subject to regulatory working environment coordination, and as this is an ongoing target we have not set a baseline year or baseline value. Stakeholders, including value chain workers, were not involved in target setting, and value chain workers are not engaged directly in monitoring performance against these targets. However, representatives of the value chain are indirectly involved in identifying lessons for improvement through the quarterly construction health and safety meetings and the annual ERFA meetings. In 2024, CPH achieved an LTIF of 21.0, down from 26.1 in 2023. In 2024, CPH established a trust-based collaboration with the main contractor on our largest construction project, leading to preventive activities that support the creation of a better safety culture, such as workshops on dust, site managers from all companies being held accountable for the work environment, and participation of our main contractor’s leadership in the safety meetings.Entity-specific metrics 2024   2023Number of fatalities for value chain workers on own sites 0 0Number of recordable work-related accidents  10 8Occupational injuries per onemillion working hours (LTIF) 21.0 26.1S2 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle All  All metrics cover the reporting period 1 January 2024 – 31 December 2024. S2-5 - Health and The targets on metrics related to the health and safety of our value safety targetschain workers were not included in previous annual reports. S2-5  - Rate of The rate of lost hours due to recordable lost-time injury frequency recordable (LTIF) represents all incidents reported per million working hours.work-related LTIF accidents     (Number of cases with absence of more than a day among             after the incident)  x 1,000,000contractors=         (Total hours worked)Calculations include value chain workers working on construction at CPH’s sites. CPH stores data on work-related accidents in an internal system used for reporting and monitoring. Moreover, CPH is obligated to report all work-related injuries, including fatalities, to the Danish Working Environment Authority (WEA), which may inspect companies based on the reports received.S3 Affected communities CPH's operations have an impact on our immediate surroundings. Our overall goal is to maintain and strengthen the good relationships we have with our neighbours.We acknowledge that the nature of our operations means that they have particular impacts related to noise and air pollution that potentially affect resi-dents living in the vicinity of our airports in Copen-hagen and Roskilde. Historic practices have also contributed to water pollution near our airports. We make every effort to mitigate the impacts for those affected, and ensure we comply with both municipal and national regulations.We are committed to play a positive and proactive role in the local community that we are a part of.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S3 - Affected communitiesContamination of groundwater from historic PFAS (perfluorinated Actual negative     alkyl acid compounds) dischargeimpactAir and noise pollution Actual negative     impactImpact, risk and opportunity management  S 3-1   Policies related to affected communitiesPolicies related to PFASThe Danish Environmental Protection Agency has issued guidelines governing PFAS levels. CPH has adopted mitigating measures and continues to ensure compliance with Danish legal requirements and the requirements stipulated by Tårnby Munic-ipality. These voluntary measures are described in more detail in S3-4 below.The policy is overseen by our Chief Sustainability Officer and is accessible to all CPH employees.Policies related to noise and air pollutionCPH’s environmental permit sets out regulatory requirements governing noise from the airport. Beyond complying with these requirements, we have not adopted policies to manage noise- related impacts. Our policies related to air pollu-tion are described in detail in E2-1 on page 71. As a member of the UN Global Compact, CPH is committed to upholding its Ten Principles, including respect of human rights. These commitments are set out in our Code of Conduct and described in more detail in S1-1 Equal treatment and opportu-nities for all on page 91. Beyond this, CPH has not made explicit human rights policy commitments related to affected communities.During the year, there were no cases of non-  respect of the UN Guiding Principles on Business and Human Rights, the ILO's Fundamental Princi-ples and Rights at Work or the OECD Guidelines for Multinational Enterprises involving affected communities reported in Copenhagen Airports’ upstream or downstream value chain.  S3 -2  Processes for engaging with affected communities about impactsCPH regularly engages with communities in Roskilde and Copenhagen directly through neigh-bour meetings on key issues related to living close to airports, including noise, disturbances, air quality, actions to address pollution and local sponsorships. These meetings take place periodi-cally, including annual townhall meetings. CPH also attends local homeowner association meetings and engages with communities via social media. Indirect engagement with affected communities includes annual meetings with city councils and engagement with media and local politicians on specific issues. CPH has not taken specific action to gain insight into the perspectives of particularly vulnerable communities. The Head of Sustainability and the Head of Public Affairs have joint operational responsibility for all engage-ment with communities. In addition, CPH supports mechanisms to address and remedy negative impacts on our neighbours through our whistleblower mechanism and other complaints channels (see S3-3 below).  In 2025, CPH will launch a local Dialogue Council. This council will provide a regular forum for local residents, businesses and stakeholders to discuss topics related to CPH as a neighbour, establishing a more formalised access point for community feedback. CPH tracks and monitors the effectiveness of our engagement by regularly reviewing recorded issues to improve engagement and through a biannual local population survey. The survey is sent out to all affected residents to gauge their level of satisfaction with CPH, and includes ques-tions specifically relating to noise and pollution (including PFAS). The new council will also allow ongoing evaluation of channel effectiveness.   S3 -3  Processes to remediate negative impacts and channels for affected communities to raise concernsCPH has established multiple channels for affected communities to raise concerns directly and have them addressed. Individuals contact CPH directly via email, join discussions in the Facebook group “Dear Neighbour of Copenhagen Airport” or request meetings with CPH. Affected individuals may also register complaints concerning noise or PFAS directly with the Danish environmental authorities. The Environmental Management and Compliance department at CPH has an ongoing dialogue with the authorities to address potential complaints received through these channels.Every year, we encourage people living around the airport to get in touch if they want a mobile noise monitoring unit placed in their garden. Both local residents and CPH gain knowledge of the noise exposure from the airport in residential areas as a supplement to our six permanent noise moni-toring stations.  All external stakeholders, including affected communities, can report any actual or suspected violations or unethical conduct directly to CPH via our third-party Whistleblower Platform, which is described in detail in G1-1 Business conduct on pa g e 117.CPH’s general approach to providing and contrib-uting to remedy relating to historic PFAS pollution has been to contain and treat the contaminated water at the airports’ sites, as outlined in S3-4 below and E2-2 on pages 71-72. Along with operating airlines, partners and Naviair (the Danish air traffic controller), we continue to try out new measures to reduce noise exposure in the surrounding residential areas to remedy impacts related to noise and air pollution. CPH ensures communities are aware of these mechanisms by advertising them on the website and by providing relevant contact information in all our external communications, including social media posts, external emails, local advertisements for sponsorship campaigns, and at engagement meetings. CPH assesses whether our neighbours trust CPH to address their concerns through dedicated questions in the biannual neighbour satisfaction survey. We aim to engage constructively with commu-nities about impacts and their concerns. While we do not have any explicit policies protecting communities against retaliation (beyond those relating to whistleblowing), any such behaviour would be in violation of our Code of Conduct.  S3 - 4  Taking action on material impacts on affected communities, and approaches to managing material risks and pursuing  material opportunities related to affected communities, and effectiveness of those actionsThe Sustainability department identifies actions to address both PFAS- and noise-related impacts on affected communities, in accordance with the regulatory requirements and in dialogue with key internal and external stakeholders. This is funded through the department’s budget, and larger investments are requested through our CAPEX funding process.   Our action plans related to air pollution are described in detail in E2-1 on page 71.Addressing PFAS-related impacts on communities CPH takes voluntary action to control the spread of PFAS contamination to mitigate and remedy impacts on communities. This includes estab-lishing a water treatment plant at Roskilde Airport and installing a surface water treatment plant at Copenhagen Airport (see E2-2 on page 72). CPH has also established a PFAS action plan, together with Dragør and Tårnby Municipalities, to ensure that efforts to address PFAS are aligned with the priorities of affected communities. The plan informs actions relating to Copenhagen (rather than Roskilde) Airport. CPH has not estab-lished ways to assess the effectiveness of our PFAS-related actions.Addressing noise-related impacts on communitiesCPH performs ongoing noise monitoring and implements targeted initiatives to address noise-related impacts and the related risks of environmental non-compliance. CPH’s Sustain-ability department oversees a dedicated noise monitoring platform, which collects data from six permanent noise monitoring stations in accord-ance with our environmental approval alongside six additional permanent monitoring stations and two voluntary mobile noise monitoring units in residents’ gardens. The platform is available to view online for all interested parties, and the department analyses this data and uses its find-ings to identify mitigating actions. Ongoing actions to reduce noise pollutionCPH works closely with Naviair (the Danish air traffic controller) and the airlines to reduce noise exposure in the surrounding residential areas. The environmental permit mandates that CPH monitor night-time noise at a number of desig-nated locations. CPH’s ambition is to achieve a continual reduction in noise exposure, even as the airport develops.While action is taken to reduce noise to the greatest extent possible, no specific action was taken during the year to remediate negative impacts for neighbours relating to noise due to the systemic nature of the issue.Assessing the effectiveness of noise-related actionsCPH’s environmental permit includes regulatory noise limit values. CPH assesses the effectiveness of our efforts to reduce noise by measuring the Total Day Evening Night Level (TDENL) and moni-toring any noise limit value violations. CPH also monitors performance against two noise-related targets – these are described in detail in S3-5. Together with the Danish Environmental Protec-tion Agency, we have established specific processes to support remedy relating to complaints about noise levels in affected commu-nities. This framework includes a comprehensive mechanism for documenting and responding to all complaints filed through our publicly accessible platforms.During the year, no severe human rights issues and incidents involving affected communities in CPH’s value chain were reported.Metrics &amp; targets  S3 -5  Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunitiesPFAS-related targetsCPH has not set targets to manage PFAS-    related impacts due to data unavailability. While we continue our work to understand the extent and nature of the pollution-related impacts for local communities, CPH cannot firmly conclude whether PFAS levels in the community are solely a direct result of CPH’s historic activities. CPH’s environmental permit provides guidelines for PFAS levels in the surface and groundwater, which CPH measures accordingly; however, no specific guidance on target levels has been set by the authorities.  Metrics and targets relating to contamination of groundwater impacts and air pollution are presented in E2-4 on pages 72-74.Noise-related targetsCPH has set two targets to curb noise-related impacts on our neighbours relating to our Day Evening Night Level (LDEN) performance: By 2030, the number of households exposed to noise above the Environmental Protection Agen-cy’s guideline limit value (LDEN: 55 dB) should not exceed 2018 levels, irrespective of growth in air traffic to and from the airport. This is an absolute target. By 2050, the number of households around CPH exposed to noise above the Environmental Protec-tion Agency’s guideline limit value (LDEN: 55 dB) should be reduced by 50% compared with 2018. This is a relative target.Both targets reflect CPH’s ambition to ensure reductions in noise exposure for neighbours, irrespective of airport development and growth in air traffic. Both targets use 2018 as their baseline year, where the TDENL was 145.3. This parameter serves as a proxy for LDEN, as it is more practical for ongoing calculations.Note that for noise pollution metrics we use 2018 as the baseline because no accurate measure-ments are available for 2019, making 2018 the closest applicable baseline value to 2019, which is used as the baseline year consistently throughout the rest of the report.These targets apply to the affected neighbours in Copenhagen, while the target in Roskilde is to comply with regulatory limits. Although CPH did not engage directly with affected communities when setting these targets, stakeholders were indirectly involved in target setting through continuous communication with local municipal authorities.In 2024, CPH successfully achieved our targets related to noise pollution, maintaining TDENL levels below the 2018 baseline.Entity-specific metrics Unit 2024 2023TDENL Decibel 144.7 144.2ndex 2018 99.4 99.1S3 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle All  All metrics cover the reporting period 1 January 2024 – 31 December 2024. S3-5 - Noise levelOur targets related to noise pollution have been reported in targetsprevious annual reports and were not changed during this reporting year.S3-5  - Total Day CPH has an environmental approval from the Danish Environmental Evening Night Protection Agency obligating it to measure the noise at night Level(23:00 – 06:00) using noise meters at six locations throughout the local neighbourhood. The figures for noise levels are stored in our own database. The LDENL is a calculated control value in decibels (dB) used for contin-uous monitoring of aircraft noise exposure. The calculated value is based on the three most traffic-intensive months within a calendar year and represents the total sound energy from all aircraft opera-tions, averaged per day, impacting the area around the airport. Possible non-compliances with the noise limit are reported to the Danish Environmental Protection Agency. Data on all complaints related to noise level is stored in our own system. S4 Consumers and end-usersThe safety and security of our passengers, employees  and partners is our highest priority and a cornerstone of our operations. We are committed to maintaining a secure environment through strict regulatory compliance, continuous risk assessments and close collaboration with the authorities. While S1 and S2 address the health and safety of our workforce and value chain workers, this section focuses on the health and safety of our consumers and end-users  – namely, our passengers.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S4 - Consumers and end-usersPassengers are exposed to health, safety and security risks while Potential negative      using the airportsimpactImpact, risk and opportunity management  S4-1   Policies related to consumers and end-usersCPH has a formalised overarching policy relating to the safety and security of passengers. In addition to ensure a safe and secure operation, we have daily meetings with both internal and external employees and stakeholders.  As a highly regulated operation, CPH must comply with EU and Danish regulation on the conduct of security at an airport. CPH has established proce-dures ensuring we fulfil our obligations and takes a holistic approach to addressing risks to staff and passengers. CPH has an in-house Security depart-ment, allowing us to respond quickly to customer feedback when refining our safety and security policies and procedures.As a member of the UN Global Compact, we are committed to upholding fundamental human rights both within our operations and across our value chain. These commitments are described in S1 Equal treatment and opportunities for all on page 91 and S2 Workers in the value chain on page 105. Beyond this, CPH has not made explicit human rights commitments relating to our passengers; however, we do engage with and remedy impacts on passengers through our complaints mechanism (see S4-3 below). CPH has not received any reports relating to breaches of the UN Guiding Principles on Busi-ness and Human Rights, the ILO's Declaration on Fundamental Principles and Rights at Work or the OECD Guidelines for Multinational Enter-prises involving passengers downstream in CPH’s value chain.The policy is overseen by our Security Services &amp; Crisis Response department approved by our Vice President SEC. The policy is accessible to all CPH employees.  S4-2  Processes for engaging with consumers and end-users about impactsCPH closely monitors complaints data received directly from customers, airlines and handling companies to identify actions and adjust practices. Insights from complaints are distributed to the relevant CPH departments, which identify and implement appropriate actions. All gender-related complaints are escalated immediately to senior director level, given the sensitivity of the topic and the potential vulnerability of passengers involved. This engagement occurs directly with passengers  on a continuous basis.    S4-3  Processes to remediate negative impacts and channels for consumers and end-users to raise concernsPassengers who wish to raise concerns directly with CPH are encouraged to do so by submitting a complaint form in person or via CPH’s website. Passengers who wish to submit a complaint concerning their experience at the Central Secu-rity Checkpoint can inform a member of Security, who will provide a contact card to support the complaint. A Duty Manager may enter into dialogue with the passenger if the passenger so wishes. Customer Service tracks and monitors all complaints, and senior management from CPH’s Security, Customer Service and Passenger Expe-rience departments meet regularly (monthly and quarterly) to discuss trends and developments.   Passengers receive an initial response to complaints within 24 hours. Most complaints are resolved through Customer Service and may involve remediation appropriate to the nature of the complaint. For a small number of unresolved, sensitive complaints, CPH may invite passengers to a telephone or face-to-face meeting to better understand the nature of their complaint and resolve it interpersonally. Our customer complaints procedure includes protection against retaliation.CPH ensures complaints procedures are effective by monitoring the number of complaints received, and through qualitative feedback from a quarterly customer satisfaction survey. CPH does not assess whether passengers are aware of and trust these mechanisms for raisíng complaints. For allegations relating specifically to business conduct, all stakeholders can also raise concerns via the whistleblowing mechanism, which is described in G1 Business conduct on pa g e 117.   S4- 4  Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actionsCPH implements extensive security training and procedures to ensure passengers are safe, in accordance with our regulatory obligations and CPH’s desired level of service. Actions to improve security procedures and mitigate safety-related impacts on passengers are identified by CPH’s Security department, based among other things on complaints and concerns raised by customers, airlines and handling companies. The department works closely with the Customer Service and Passenger Journey Experience teams to integrate any actions and procedural improvements into regular staff training. No actions required signifi-cant OPEX/CAPEX expenditure during the year.Ensuring airport safetyActions taken in the yearSecurity training for all workers: All individuals working at CPH (all ID-badge holders) must participate in a security awareness course (e-learning), which must be repeated every third year. This contributes to a safe and secure airport by ensuring all staff understand and remain vigilant to security risks. To ensure airport practices do not contribute to negative impacts on disabled passengers, all staff must take a disa-bility awareness course every two years. Enhanced training for Security employees: Security staff must undertake additional training in accordance with EU and Danish regulations.  This formal training is also integrated into CPH’s security operations: dedicated security instructors conduct a variety of training activities during daily business to ensure staff have sufficient compe-tences to identify, prevent and address security risks. Assessments of the needed level of compe-tences are accessed by Duty Managers. Targeted security campaigns: The Security department runs targeted campaigns in accord-ance with EU legislation to raise awareness of different areas run by the department. These are targeted towards employees at the airport and take place when required. Emergency response procedures: Security Services &amp; Crisis Response are responsible for the strategic direction and management of CPH's Corporate Crisis Management and Emergency Response plans. This involves the planning and preparation for potential emergencies and disrup-tive events, as well as the response and recovery efforts in the event of an incident. The goal of crisis management is to minimise the impact of a crisis on the airport and our stakeholders, including passengers and employees, and the surrounding community. E-learning is available to all CPH ID-card holders to train them in common emergency procedures, e.g. evacuation proce-dures. Effective crisis management requires collaboration and coordination among various departments and agencies, including security, emergency services, law enforcement and public health at the appro-priate and corresponding level of the organisation, according to the severity of the incident. It also involves regular training and exercises to ensure that everyone is prepared and able to respond quickly and effectively in the event of a crisis, as well as post-incident evaluation to anchor lessons learned. Patrolling security units: Security patrolling ensures the safety and security of passengers, staff and assets at the airport. This involves monitoring for any suspicious activity or potential threat. Having security personnel visibly patrolling the airport acts as a deterrent against unlawful activities, such as theft, vandalism and terrorist acts. Security patrols enable a quick response to any incidents or emergencies that may arise. Secu-rity personnel often serve as a point of contact for passengers who may have questions or require assistance, contributing to a positive customer experience.Performance tracking and ensuring effectivenessCPH ensures that these actions, including specific actions taken in response to customer complaints, are effective by carrying out a quarterly customer satisfaction survey reviewing complaints data and by tracking security waiting times for passengers as required by Danish legislation. All security processes are also subject to periodic audit to ensure they function according to regulations. Metrics &amp; targets  S4-5  Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunitiesCPH has not set measurable targets relating to passenger safety and security, but we do track the effectiveness of our actions using qualitative and quantitative indicators required by Danish law. We have not defined a target level to be achieved and have therefore not set a baseline value. GovernanceAs an organisation and as individuals, we must act with integrity and ensure compliance with applicable legislation and internal policies in order to conduct our business ethically. Pursuant to our materiality assessment, this section discloses our efforts to contribute positively through political engagement, as well as an identified financial impact linked to construction activities.G1 Business conductLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS G1 - Business conductPolitical engagement activities can contribute to positive societal Potential positive     impactsimpactRisk of unethical behaviour in construction services industry Financial risk   Impact, risk and opportunity management  G1 -1  Business conduct policies and corporate cultureAs an organisation and as individuals, we must act with integrity and ensure compliance with applicable legislation and internal policies in order to conduct business ethically. This goes for all employees at all levels and is emphasised through our corporate culture and in our Employee Code of Conduct, which is approved by the Executive Management. CPH has very limited direct business outside Denmark. We therefore consider the risks related to corruption and human rights issues as limited and have not identified any internal functions within CPH as more at risk in relation to corrup-tion than others. CPH does not tolerate corrup-tion and bribery, including facilitation payments, and expects all employees to comply with our Employee Code of Conduct. The Employee Code of Conduct provides the foundation for our compliance culture and acts as our compass for good business conduct. It imparts our standards and principles, and reflects our expectations and commitments within areas such as anti-bribery, anti-money laundering, anti-fraud, fair competition, protection of personal data and respect for human rights. Business conduct trainingWe prioritise ethical conduct by requiring all new hires to read and acknowledge our Employee Code of Conduct and acknowledge having read it in our learning management system, CPH Quality. Additionally, we mandate periodic refresher training for managerial staff and above, with the most recent training session conducted in 2023.  We expect the same level of integrity from our suppliers as from our employees, and accord-ingly our standards are affirmed in our Supplier Code of Conduct. Details of the Employee Code of Conduct and Supplier Code of Conduct are provided in S1-1 Equal treatment and oppor-tunities for all on page 91 and S2-1 Workers in the value chain on page 105 respectively. Any violations of these codes may result in corrective actions, including termination of contracts or busi-ness relationships. We actively monitor compli-ance and encourage reporting of any concerns through our established grievance mechanisms to ensure accountability and uphold our ethical standards.We continuously assess our risks, and update our Codes of Conduct as necessary to comply with applicable laws and regulations.Whistleblower mechanism We support all employees, business partners and stakeholders who report violations, request assist-ance or raise concerns through our Whistleblower Platform. All stakeholders may, in good faith, report suspected misconduct as detailed in our whistleblower procedure. We do not tolerate any retaliation of any kind against whistleblowers, including discrimination, dismissal, disciplinary action and harassment. Our whistleblower mechanism demonstrates CPH’s commitment to ethical business conduct and compliance with applicable laws and codes of conduct. All reports are investigated inde-pendently and objectively by our Legal depart-ment, with the option for anonymous reporting. Reports are encrypted and hosted by an inde-pendent third party to ensure confidentiality.The whistleblower website provides compre-hensive information on reporting procedures, including guidance for reporting concerns about senior executives such as the CEO, CFO or General Counsel. While we do not offer specific whistle-blowing training, it is covered in the mandatory Code of Conduct training for all employees.Remedial actions depend on the case nature. Whistleblowers receive feedback on their report's conclusion within three months, including infor-mation about actions taken, such as police reports or internal investigations.All stakeholders can access the mechanism and whistleblowing procedure through CPH’s website. While we do not have defined mechanisms for measuring engagement effectiveness or tracking value chain workers' awareness of the system, our Legal department reviews all reports thoroughly. Metrics &amp; targets  G1-5   Political influence and lobbying activities CPH has not made any direct financial or in-kind contribution to any political party or organisation. CPH does, however, actively participates in various political councils and forums related to topics such as transportation, mobility, tourism, busi-ness development, and critical infrastructure. This participation includes representation on boards of business organisations, local municipal business councils, and public/state advisory boards and forums, where CPH contributes our expertise and insights on these key topics. CPH is not registered in the EU Transparency Register or any similar registers. We define our memberships in "Dansk Erhverv" (DE) and "Dansk Industri' (DI) respectively as an indirect in-kind contribution to trade organisa-tions. Membership fees paid to these organisa-tions in 2024 amounts to DKK 4.7m.CPH does not have a formal policy governing its participation in these councils and forums, and therefore has not established responsibility at board level for oversight of these activities. However, information on CPH's involvement in these bodies is publicly accessible on relevant websites and similar platforms.No members of the Board of Directors or the Executive Management held roles in public admin-istration or regulatory bodies in the two years prior to the 2024 reporting period.G1 §  Accounting policies Datapoint/ ESRS DR   Paragraph  metric    Accounting principle All  All metrics cover the reporting period 1 January 2024 – 31 December 2024. G1-5 29 b In-kind The indirect in-kind political contribution is defined as the annual political contingent for the organisations Dansk Industri and Dansk Erhverv. contributionHence, the number is calculated by taking the invoices from the organisations and compiling the amounts.Data is extracted from our ERP system and are validated on a monthly basis within month-end-closure procedures. ESRS 2 GOV-4   Statement on due diligenceThe following table provides a mapping of how CPH applies the core elements of due diligence for people and the environment and where they are presented in these Sustainability statement:Core elements of  Pages in the  Does the disclosure relate to people due diligenceSustainability statementand/or environment?a) ESRS 2 GOV-2, page 39 People and environmentEmbedding due diligence ESRS 2 GOV-3, page 39 People and environmentin governance, strategy ESRS 2 SBM-3, page 47 People and environmentand business modelESRS 2 SBM-3-E1, page 47EnvironmentESRS 2 SBM-3-E2, page 47ESRS 2 SBM-3-E4, page 47ESRS 2 SBM-3-E5, page 47ESRS 2 SBM-3-S1, page 47ESRS 2 SBM-3-S2, page 47ESRS 2 SBM-3-S3, page 47ESRS 2 SBM-3-S4, page 47ESRS 2 SBM-3-G1, page 47 People and environmentb) ESRS 2 GOV-2, page 39 People and environmentEngaging with affected ESRS 2 SBM-2, page 43 People and environmentstakeholders in all key ESRS 2 IRO-1, page 45 People and environmentsteps of the due diligenceE1-2, page 62EnvironmentE2-1, page 71E4-2, page 77E5-1, page 80S1-1, page 91PeopleS2-1, page 105S3-1, page 109S4-1, page 113G1-1, page 116 People and environmentS1-2, page 92PeopleS2-2, page 105S3-1, page 109S4-2, page 113Core elements of  Pages in the  Does the disclosure relate to people due diligenceSustainability statementand/or environment?c) ESRS 2 IRO-1, page 45 People and environmentIdentifying and assessing ESRS 2 SBM-3, page 47 People and environmentadverse impacts ESRS 2 SBM-3-E1, page 47EnvironmentESRS 2 SBM-3-E2, page 47ESRS 2 SBM-3-E4, page 47ESRS 2 SBM-3-E5, page 47ESRS 2 SBM-3-S1, page 47PeopleESRS 2 SBM-3-S2, page 47ESRS 2 SBM-3-S3, page 47ESRS 2 SBM-3-S4, page 47ESRS 2 SBM-3-G1, page 47 People and environmentd) E1-3, page 63EnvironmentTaking actions to address E2-2, page 71those adverse impactsE4-3, page 77E5-2, page 80S1-4, page 92PeopleS2-4, page 106S3-4, page 110S4-4, page 113E1-1, page 61EnvironmentE4-1, page 77G1-1, page 116 People and environmentCore elements of  Pages in the  Does the disclosure relate to people due diligenceSustainability statementand/or environment?e) E1-5, page 65EnvironmentTracking effectiveness E1-6, page 66of these efforts and E4-5, page 78communicatingE5-5, page  81S1-6, page 95PeopleS1-8, page 95S1-9, page 95S1-10, page 95S1-14, page 99S1-16, page 95S1-17, page 99G1-5, page 117 People and environmentE1-4, page 63EnvironmentE2-3, page 72E4-4, page 78S1-5, page 94PeopleS2-5, page 106S3-5, page 110S4-5, page 114  IR O -2    ESRS disclosure requirements covered by CPH's Sustainability statements List of material DRs PageESRS 2 General disclosuresBP-1 General basis for preparation of the sustainability statement 38BP-2 Disclosures in relation to specific circumstances 38GOV-1 The role of the administrative, management and supervisory bodies 39GOV-2 Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies 39GOV-3 Integration of sustainability-related performance in incentive schemes 39GOV-4 Statement on due diligence 40, 120GOV-5 Risk management and internal controls over sustainability reporting 40SBM-1 Strategy, business model and value chain 40SBM-2 Interests and views of stakeholders 43SBM-3 Material impacts, risks and opportunities and their interaction with strategy and business model 47RO-1 Description of the processes to identify and assess material impacts, risks and opportunities 45IRO-2 Disclosure requirements in ESRS covered by the undertaking’s sustainability statement 47, 122E1 Climate changeESRS 2 Integration of sustainability-related performance in incentive schemesGOV-3-E1 39E1-1  Transition plan for climate change mitigation 61ESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-E1model 47ESRS 2 Description of the processes to identify and assess material climate-related impacts, risks and IRO-1-E1opportunities 45E1-2 Policies related to climate change mitigation and adaptation  62E1-3 Actions and resources in relation to climate change policies  63E1- 4 Targets related to climate change mitigation and adaptation 63E1-5 Energy consumption and mix  65List of material DRs PageE1 Climate changeE1- 6 Gross scope 1, 2, 3 and Total GHG emissions  66E1-7 GHG removals and GHG mitigation projects financed through carbon credits  67E2 PollutionESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-E2model 47ESRS 2 Description of the processes to identify and assess material pollution-related impacts, risks IRO-1-E2and opportunities 45E2-1 Policies related to pollution 71E2-2 Actions and resources related to pollution 71E2-3 Targets related to pollution  72E2-4 Pollution of air, water and soil 72E2-6 Anticipated financial effects from material pollution-related impacts, risks and opportunities (phased in requirement) N/AE4 Biodiversity and ecosystemsESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-E4model 47ESRS 2 Description of processes to identify and assess material biodiversity and ecosystem-related IRO-1-E4impacts, risks and opportunities 45E4-1 Transition plan for biodiversity 77E4-2 Policies related to biodiversity and ecosystems 77E4-3 Actions and resources related to biodiversity and ecosystems  77E4-4 Targets related to biodiversity and ecosystems  78E4-5 Impact metrics related to biodiversity and ecosystems change 78  IR O -2    ESRS disclosure requirements covered by CPH's Sustainability statementsList of material DRs PageE5 Resource use and circular economy ESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-E5model 47ESRS 2 Description of the processes to identify and assess material resource use and circular IRO-1-E5economy-related impacts, risks and opportunities 45E5-1 Policies related to resource use and circular economy  80E5-2 Actions and resources related to resource use and circular economy 80E5-3 Targets related to resource use and circular economy  80E5-4 Resource inflows  81E5-5 Resource outflows  81S1 Own workforceESRS 2 Interests and views of stakeholdersSBM-2-S143ESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-S1model 47S1-1 Policies related to own workforce 91, 94S1-2 Processes for engaging with own workforce and workers' representatives about impacts 91, 96S1-3 Processes to remediate negative impacts and channels for own workforce to raise concerns 91, 97S1- 4 Taking 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 actions 91, 98S1-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 94, 98S1- 6 Characteristics of the undertaking’s employees 95S1-8 Collective bargaining coverage and social dialogue 95S1-9 Diversity metrics  95S1-10 Adequate wages  95List of material DRs PageS1 Own workforceS1-14 Health and safety metrics  99S1-16 Remuneration metrics (pay gap and total remuneration) 95S1-17 Incidents, complaints and severe human rights impacts  99S2 Workers in the value chain ESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-S2model 47S2-1 Policies related to value chain workers  105S2-2 Processes for engaging with value chain workers about impacts  105S2-3 Processes to remediate negative impacts and channels for value chain workers to raise concerns  105S2-4 Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those actions  106S2-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 106S3 Affected communities ESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-S3model 47S3-1 Policies related to affected communities  109S3-2 Processes for engaging with affected communities about impacts  109S3-3 Processes to remediate negative impacts and channels for affected communities to raise concerns 109S3-4 Taking action on material impacts on affected communities, and approaches to managing material risks and pursuing material opportunities related to affected communities, and effectiveness of those actions 110S3-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 110  IR O -2    ESRS disclosure requirements covered by CPH's Sustainability statementsList of material DRs PageS4 Consumers and end-usersESRS 2 Interests and views of stakeholdersSBM-2-S443ESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-S4model 47S4-1 Policies related to consumers and end-users 113S4-2 Processes for engaging with consumers and end-users about impacts 113S4-3 Processes to remediate negative impacts and channels for consumers and end-users to raise concerns 113S4-4 Taking action on material impacts on consumers and end-users, and approaches to managing  material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions 113S4-5 Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities 114G1 Business conductESRS 2 Material impacts, risks and opportunities and their interaction with strategy and business SBM-3-G1 model 47ESRS 2 The role of the administrative, management and supervisory bodiesGOV-1-G139ESRS 2 Description of the processes to identify and assess material impacts, risks and opportunitiesIRO -1-G145G1-1 Business conduct policies and corporate culture 116G1-5 Political influence and lobbying activities  117List of disclosure requirements incorporated by referenceDisclosure requirement General Disclosure Incorporation by referenceESRS 2 GOV-1 Roles and responsibilities of   See Cooprporate Governance page 30, subheaders the Board of Directors and  “Board of Directors”, “Chairmanship” and “Executive the Executive ManagementManagement”.  ESRS 2 SBM-1 Specification of net revenue  See page 147 note 2.2 Revenue for a detailed split of for 2024revenue types and composition.ESRS 2 SBM-1 Strategy and business model For a description of our business model, see page 11 and 12 and for a detailed description of our strategy  see page 13 and 14. List of datapoints in cross-cutting and topical standards that derive from other EU legislation  ESRS 2 - IRO-2   Disclosure requirements in ESRS covered by the undertaking’s Sustainability statements Disclosure requirement EU Climate Material/  and related datapoint  SFDR reference  Pillar 3 reference  Benchmark Regulation reference Law reference Not material PageESRS 2 GOV-1 Board’s gender diversity Indicator number 13 of Table #1 of Annex 1 Commission Delegated Regulation (EU) Material  39paragraph 21 (d)  2020/1816, Annex II  ESRS GOV-1 Percentage of board Delegated Regulation (EU) 2020/1816,  Material  39members who are independent para-Annex II  graph 21 (e) ESRS 2 GOV-4 Statement on due Indicator number 10 Table #3 of  Material  120diligence paragraph 30  Annex 1ESRS 2 SBM-1 Involvement in activities Indicator number 4 Table #1 of  Article 449a, Regulation (EU) No 575/2013: Delegated Regulation (EU) 2020/1816,  Not materialrelated to fossil fuel activities paragraph Annex 1  Commission Implementing Regulation (EU) Annex II 40 (d) i 2022/2453 Table 1: Qualitative information on Environmental risk and Table 2: Qualitative information on Social risk ESRS 2 SBM-1 Involvement in activities Indicator number 9 Table #2 of Annex 1   Delegated Regulation (EU) 2020/1816,  Not materialrelated to chemical production Annex II paragraph 40 (d) ii  ESRS 2 SBM-1 Involvement in activities Indicator number 14 Table #1 of  Delegated Regulation (EU) 2020/1818, Article Not materialrelated to controversial weapons Annex 1  12(1) Delegated Regulation (EU) 2020/1816, paragraph 40 (d) iii Annex II ESRS 2 SBM-1 Involvement in activities Delegated Regulation (EU) 2020/1818, Article Not materialrelated to cultivation and production of 12(1) Delegated Regulation (EU) 2020/1816, tobacco paragraph 40 (d) iv Annex II ESRS E1-1 Transition plan to reach Regulation (EU) Material  61climate neutrality by 2050 paragraph 14 2021/1119, Article 2(1) List of datapoints in cross-cutting and topical standards that derive from other EU legislation  ESRS 2 - IRO-2   Disclosure requirements in ESRS covered by the undertaking’s Sustainability Statement Disclosure requirement EU Climate Material/  and related datapoint  SFDR reference  Pillar 3 reference  Benchmark Regulation reference Law reference Not material PageESRS E1-1 Undertakings excluded from Article 449a, Regulation (EU) No 575/2013; Delegated Regulation (EU) 2020/1818,  Not materialParis-aligned Benchmarks paragraph Commission Implementing Regulation (EU) Article 12.1 (d) to (g), and Article 12.2 16 (g) 2022/2453 Template 1: Banking book - Climate Change transition risk: Credit quality of exposures by sector, emissions and residual maturity ESRS E1-4 GHG emission reduction Indicator number 4 Table #2 of Annex 1  Article 449a, Regulation (EU) No 575/2013; Delegated Regulation (EU) 2020/1818,  Material 63targets paragraph 34 Commission Implementing Regulation (EU) Article 6 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics ESRS E1-5 Energy consumption from Indicator number 5 Table #1 and Indicator Material 65fossil sources disaggregated by sources number 5 Table #2 of Annex 1 (only high climate impact sectors) paragraph 38 ESRS E1-5 Energy consumption and Indicator number 5 Table #1 of Annex 1  Material 65mix paragraph 37 ESRS E1-5 Energy intensity associated Indicator number 6 Table #1 of Annex 1  Material 65with activities in high climate impact sectors paragraphs 40 to 43 ESRS E1-6 Gross Scope 1, 2, 3 and Indicator numbers 1 and 2 Table #1 of Annex Article 449a, Regulation (EU) No 575/2013; Delegated Regulation (EU) 2020/1818,  Material 66Total GHG emissions paragraph 44 1 Commission Implementing Regulation (EU) Article 5(1), 6 and 8(1) 2022/2453 Template 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, emissions and residual maturity List of datapoints in cross-cutting and topical standards that derive from other EU legislation  ESRS 2 - IRO-2   Disclosure requirements in ESRS covered by the undertaking’s Sustainability Statement Disclosure requirement EU Climate Material/  and related datapoint  SFDR reference  Pillar 3 reference  Benchmark Regulation reference Law reference Not material PageESRS E1-6 Gross GHG emissions Indicator number 3 Table #1 of  Article 449a, Regulation (EU) No 575/2013; Delegated Regulation (EU) 2020/1818,  Material 66intensity paragraphs 53 to 55 Annex 1 Commission Implementing Regulation (EU) Article 8(1) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics ESRS E1-7 GHG removals and carbon Regulation (EU) Material 67credits paragraph 56 2021/1119, Article 2(1) ESRS E1-9 Exposure of the benchmark Delegated Regulation (EU) 2020/1818,  Not materialportfolio to climate-related physical Annex II Delegated Regulation (EU) risks paragraph 66 2020/1816, Annex II ESRS E1-9 Disaggregation of monetary Article 449a, Regulation (EU) No 575/2013; Not materialamounts by acute and chronic physical Commission Implementing Regulation (EU) risk paragraph 66 (a) ESRS E1-9 2022/2453 paragraphs 46 and 47; Template Location of significant assets at material 5: Banking book - Climate change physical physical risk paragraph 66 (c). risk: Exposures subject to physical risk. ESRS E1-9 Breakdown of the carrying Article 449a, Regulation (EU) No 575/2013; Not materialvalue of its real estate assets by energy-Commission Implementing Regulation (EU) efficiency classes paragraph 67 (c). 2022/2453 paragraph 34; Template 2: Banking book - Climate change transition risk: Loans collateralised by immovable property - Energy efficiency of the collateral ESRS E1-9 Degree of exposure of Delegated Regulation (EU) 2020/1818, Not materialthe portfolio to climate-related Annex II opportunities paragraph 69 List of datapoints in cross-cutting and topical standards that derive from other EU legislation  ESRS 2 - IRO-2   Disclosure requirements in ESRS covered by the undertaking’s Sustainability Statement Disclosure requirement EU Climate Material/  and related datapoint  SFDR reference  Pillar 3 reference  Benchmark Regulation reference Law reference Not material PageESRS E2-4 Amount of each pollutant Indicator number 8 Table #1 of Annex 1 Indi-Material 73listed in Annex II of the E-PRTR cator number 2 Table #2 of Annex 1 Indicator Regulation (European Pollutant Release number 1 Table #2 of Annex 1 Indicator and Transfer Register) emitted to air, number 3 Table #2 of Annex 1 water and soil paragraph 28 ESRS E3-1 Water and marine resources Indicator number 7 Table #2 of Annex 1  Not materialparagraph 9 ESRS E3-1 Dedicated policy paragraph Indicator number 8 Table 2 of Annex 1  Not material13 ESRS E3-1 Sustainable oceans and seas Indicator number 12 Table #2 of  Not materialparagraph 14 Annex 1 ESRS E3-4 Total water recycled and Indicator number 6.2 Table #2 of  Not materialreused paragraph 28 (c) Annex 1 ESRS E3-4 Total water consumption in Indicator number 6.1 Table #2 of  Not material3m per net revenue on own operations Annex 1 paragraph 29 ESRS 2- SBM-3 - E4 paragraph 16 (a) i  Indicator number 7 Table #1 of Annex 1  Material  47ESRS 2- SBM-3 - E4 paragraph 16 (b)  Indicator number 10 Table #2 of  Material 47Annex 1 ESRS 2- SBM-3 - E4 paragraph 16 (c)  Indicator number 14 Table #2 of  Material 47Annex 1 ESRS E4-2 Sustainable land/Indicator number 11 Table #2 of  Material  77agriculture practices or policies Annex 1 paragraph 24 (b) ESRS E4-2 Sustainable oceans/seas Indicator number 12 Table #2 of  Not materialpractices or policies paragraph 24 (c) Annex 1 ESRS E4-2 Policies to address Indicator number 15 Table #2 of  Not materialdeforestation paragraph 24 (d) Annex 1 List of datapoints in cross-cutting and topical standards that derive from other EU legislation  ESRS 2 - IRO-2   Disclosure requirements in ESRS covered by the undertaking’s Sustainability Statement Disclosure requirement EU Climate Material/  and related datapoint  SFDR reference  Pillar 3 reference  Benchmark Regulation reference Law reference Not material PageESRS E5-5 Non-recycled waste Indicator number 13 Table #2 of  Material 82paragraph 37 (d) Annex 1 ESRS E5-5 Hazardous waste and Indicator number 9 Table #1 of  Material 82radioactive waste paragraph 39 Annex 1 ESRS 2- SBM3 - S1 Risk of incidents of Indicator number 13 Table #3 of  Not materialforced labour paragraph 14 (f) Annex I ESRS 2- SBM3 - S1 Risk of incidents of Indicator number 12 Table #3 of  Not materialchild labour paragraph 14 (g) Annex I ESRS S1-1 Human rights policy Indicator number 9 Table #3 and Indicator Material 91commitments paragraph 20 number 11 Table #1 of Annex I ESRS S1-1 Due diligence policies on Delegated Regulation (EU) 2020/1816,  Material 91issues addressed by the fundamental Annex II International Labour Organization Conventions 1 to 8 paragraph 21 ESRS S1-1 Processes and measures for Indicator number 11 Table #3 of Annex I  Material 91preventing trafficking in human beings paragraph 22 ESRS S1-1 Workplace accident Indicator number 1 Table #3 of Annex I  Material 96prevention policy or management system paragraph 23 ESRS S1-3 Grievance/complaints Indicator number 5 Table #3 of Annex I  Material 92, 97handling mechanisms paragraph 32 (c) ESRS S1-14 Number of fatalities and Indicator number 2 Table #3 of Annex I  Delegated Regulation (EU) 2020/1816,  Material 99number and rate of work-related Annex II accidents paragraph 88 (b) and (c) ESRS S1-14 Number of days lost to Indicator number 3 Table #3 of Annex I  Material  99injuries, accidents, fatalities or illness paragraph 88 (e) List of datapoints in cross-cutting and topical standards that derive from other EU legislation  ESRS 2 - IRO-2   Disclosure requirements in ESRS covered by the undertaking’s Sustainability Statement Disclosure requirement EU Climate Material/  and related datapoint  SFDR reference  Pillar 3 reference  Benchmark Regulation reference Law reference Not material PageESRS S1-16 Unadjusted gender pay gap Indicator number 12 Table #1 of Annex I  Delegated Regulation (EU) 2020/1816, Material 95paragraph 97 (a) Annex II ESRS S1-16 Excessive CEO pay ratio Indicator number 8 Table #3 of Annex I  Material 95paragraph 97 (b) ESRS S1-17 Incidents of discrimination Indicator number 7 Table #3 of Annex I  Material 99paragraph 103 (a)ESRS S1-17 Non-respect of UNGPs on Indicator number 10 Table #1 and Indicator n. Delegated Regulation (EU) 2020/1816, Material 99Business and Human Rights and OECD 14 Table #3 of Annex I Annex II Delegated Regulation (EU) Guidelines paragraph 104 (a) 2020/1818 Art 12 (1) ESRS 2- SBM-3 – S2 Significant risk Indicator numbers 12 and 13 Table #3 of Not materialof child labour or forced labour in the Annex I value chain paragraph 11 (b) ESRS S2-1 Human rights policy Indicator number 9 Table #3 and Indicator n. Material 104commitments paragraph 17 11 Table #1 of Annex 1 ESRS S2-1 Policies related to value Indicator numbers 11 and 4 Table #3 of Material 105chain workers paragraph 18 Annex 1 ESRS S2-1 Non-respect of UNGPs on Indicator number 10 Table #1 of  Delegated Regulation (EU) 2020/1816, Material 105Business and Human Rights principles Annex 1 Annex II Delegated Regulation (EU) and OECD guidelines paragraph 19 2020/1818, Art 12 (1) ESRS S2-1 Due diligence policies on Delegated Regulation (EU) 2020/1816, Material 105issues addressed by the fundamental Annex II International Labour Organization Conventions 1 to 8, paragraph 19 ESRS S2-4 Human rights issues and Indicator number 14 Table #3 of  Not materialincidents connected to its upstream and Annex 1 downstream value chain paragraph 36 ESRS S3-1 Human rights policy Indicator number 9 Table #3 of Annex 1 and Material 109commitments paragraph 16 Indicator number 11 Table #1 of Annex 1 List of datapoints in cross-cutting and topical standards that derive from other EU legislation  ESRS 2 - IRO-2   Disclosure requirements in ESRS covered by the undertaking’s Sustainability Statement Disclosure requirement EU Climate Material/  and related datapoint  SFDR reference  Pillar 3 reference  Benchmark Regulation reference Law reference Not material PageESRS S3-1 Non-respect of UNGPs Indicator number 10 Table #1 Annex 1  Delegated Regulation (EU) 2020/1816, Material 109on Business and Human Rights, Annex II Delegated Regulation (EU) ILO principles and OECD guidelines 2020/1818, Art 12 (1) paragraph 17 ESRS S3-4 Human rights issues and Indicator number 14 Table #3 of Annex 1  Material 110incidents paragraph 36 ESRS S4 -1 Policies related to consumers Indicator number 9 Table #3 and Indicator Material 113and end-users paragraph 16 number 11 Table #1 of Annex 1 ESRS S4 -1 Non-respect of UNGPs on Indicator number 10 Table #1 of Annex 1  Delegated Regulation (EU) 2020/1816, Material 113Business and Human Rights and OECD Annex II Delegated Regulation (EU) guidelines paragraph 17 2020/1818, Art 12 (1) ESRS S4-4 Human rights issues and Indicator number 14 Table #3 of Annex 1  Not materialincidents paragraph 35 ESRS G1-1 United Nations Convention Indicator number 15 Table #3 of Annex 1  Material 116against Corruption paragraph 10 (b) ESRS G1-1 Protection of whistle-Indicator number 6 Table #3 of Annex 1  Material 117blowers paragraph 10 (d) ESRS G1-4 Fines for violation of Indicator number 17 Table #3 of Annex 1  Delegated Regulation (EU) 2020/1816, Not materialanti-corruption and anti-bribery laws Annex II) paragraph 24 (a) ESRS G1-4 Standards of anti-corruption Indicator number 16 Table #3 of Annex 1  Not materialand anti- bribery paragraph 24 (b)</mrv:SustainabilityReport>
   <mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="f1__s9__7__25" xml:lang="en">EU Taxonomy reporting, detailing our Taxonomy-eligible and -aligned activities, alongside other environmental impacts and initiatives.Basis for preparation   ESR S  2  BP -1  General basis for preparation of sustainability statementsCPH’s sustainability statement for the period 1 January 2024 to 31 December 2024 has been prepared in accordance with the requirements of the CSRD and the accompanying ESRS.Information in the sustainability statements has been prepared using financial control (see note 3.4 on page 158 to the financial statements for an overview of entities comprised by the consolidation), and considers impacts, risks and opportunities (IROs) that extend to both our upstream and downstream value chain. For E1-6, E2-4 and SBM3 in E4, operational control was considered as well as financial control when determining consolidation scope.No information corresponding to intellectual prop-erty, know-how or the results of innovation has been omitted from the sustainability statement. Nor has CPH been exempted from disclosure of any impending developments or matters that are currently in the course of negotiation.CPH uses 2019 as the baseline/index year for the majority of the metrics covered in our sustain-ability statement due to the significant disrup-tion to airline traffic caused by the COVID-19 pandemic in subsequent years. As 2019 represents the last year of relatively normal operations prior to the pandemic, it provides a more representative and reliable benchmark for assessing long-term environmental trends.     ESR S  2  BP -2  Disclosures in relation to specific circumstancesEstimation of data and information in the sustainability statementThe disclosure of metrics and the basis of prepara-tion, including the use of value chain data estima-tions using indirect sources, are described in the relevant accounting policies presented at the end of each topical standard/section of this sustain-ability statement. Any uncertainty in measuring data, and any assumptions/approximations made, are described in the topical standards sections in conjunction with any such data. None of the presented metrics in this statement have been subject to additional external validation.In situations where actual data is not available from our value chain partners, CPH is working to set up measures enabling collection of such data, and expects to incrementally increase the accu-racy of the estimations in future reporting periods. In some instances, CPH has exercised transitional provisions related to ESRS 1, chapter 5: Value chain to omit value chain metric information, as indicated in the accounting policies.  Changes in the preparation or presentation of sustainability informationFor the 2024 reporting period, the sustainability statement has been structured to comply with the requirements laid down in the CSRD regulations and the accompanying ESRS standards. Disclosures stemming from other legislationThe sustainability statement does not include  information stemming from other legislation or sustainability reporting standards. Disclosure requirements incorporated by reference and exercised phase-insThe full list of ESRS disclosure requirements material to CPH can be found in the appendix on page 122. CPH has opted to exercise phase-in allowances in accordance with ESRS 1, Appendix C. Disclosure requirements with a phase-in option have not been considered material to CPH for 2024. The list of disclosure requirements on page 122 has been complemented by a list of disclosure requirements incorporated by reference outside of the sustainability statements on page 124. Governance    ESR S  2  GOV-1  The role of the administrative, management &amp; supervisory bodiesBoard of Directors and Executive Management Our commitment to sustainability is anchored with our Board of Directors and integrated throughout the organisation. Responsibility for developing and implementing sustainability policies aligns with general management responsibilities. The Executive Management is responsible for preparing and presenting the annual sustainability statement as part of the Annual Report, and holds ultimate responsibility for sustainability- and climate-related risks and opportunities, etc., including approving targets and overseeing poli-cies and actions to address or mitigate negative impacts and risks. Multiple functions throughout the organisation are involved with the setting</mrv:DescriptionofTheTaxonomyRegulation>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="f1__s9__7__27" xml:lang="en">ESRS S1 -  Own workforce:  Working conditions - health and safetyRisk of accidents, injuries and managing occupational healthActual    Our workplace safety strategy, developed by our health and safety negative officers, mitigates health and safety risks and impacts by tailoring impactpreventive measures to the specific risk levels of different job func-tions, with a particular focus on protecting employees in high-risk roles. A safe and healthy workforce is vital to ensuring efficient and smooth operations. Working in an airport environment, members of our work-force are exposed to health and safety risks due to the nature of their roles. Employees and non-employees working in security, construc-tion, maintenance and cleaning face risks of injury from performing tasks air- and landside.This actual negative impact is considered systemic. SocialLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 -  Own workforce:  Equal treatment and opportunities for all Gender underrepresentation across own workforce and within Actual    managementnegative Underrepresentation of women in leadership roles could lead to a impactperception that the workplace environment is not gender-inclusive, offers fewer opportunities for women to progress and perpetuates gender inequity. These factors can negatively affect the wellbeing and job satisfaction of women in the workforce and thus this impact also has systemic elements. It is our view that a diverse and inclusive workforce fosters innovation productivity, and we therefore consider diversity and inclu-sion to be central to achieving our strategic goals, making diversity, equity and inclusion (DEI) a key strategic focus for CPH.Location in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 -  Own workforce:  Equal treatment and opportunities for allTraining and skills development initiatives support professional Actual    development of our own workforcepositive Maintaining a highly skilled workforce is central to delivering safe, effi-impactcient and effective services, especially given the complexity of the airport environment. We have several academies dedicated to creating training material to support skills and knowledge growth across the organisation. This includes an academy focused solely on upskilling and training of security staff. Through targeted training and development initiatives, as well as through continuous learning opportunities and upskilling, we consider our contribution to these impacts to be actual positive in our own oper-ations. It is important for us to benefit our employees through continued skills and professional development, improved job satisfaction and enabling career advancement opportunities at CPH. It is important for us to support employee retention and talent attraction. SocialLocation in the value Time  Material impacts, risks and opportunities IROchainhorizonESRS S1 -  Own workforce:  Equal treatment and opportunities for allEmployees with particular characteristics Potential   may face invisible barriers at worknegative We support equal opportunities and inclusion across all types of diver-impactsity as part of our diversity and inclusion strategy: everyone should feel able to be themselves at work. However, some members of our workforce may face barriers as a result of their personal characteristics or circumstances. As an organisation, we must keep in mind that if we do not successfully provide an inclusive workplace for our employees, individuals may experience unconscious or conscious bias because of their gender identity, race or sexual orientation. Providing an inclusive workplace where everyone can access equal opportunities and unlock their full potential is therefore a central part of our people strategy.These impacts are considered systemic and potential.</mrv:StatementOfTheDiversityPolicies>
   <fsa:AverageNumberOfEmployees contextRef="ctx-1"
                                 decimals="0"
                                 id="f1__s9__7__59"
                                 unitRef="pure">2577</fsa:AverageNumberOfEmployees>
   <fsa:AverageNumberOfEmployees contextRef="ctx-47"
                                 decimals="0"
                                 id="f1__s9__8__59"
                                 unitRef="pure">2452</fsa:AverageNumberOfEmployees>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f1__s9__7__146" xml:lang="en">Management’s statementThe Board of Directors and the Executive Manage-ment have today considered and approved the Annual Report of Københavns Lufthavne A/S for the financial year 1 January – 31 December 2024.The consolidated financial statements have been prepared in accordance with IFRS Accounting Stand-ards as adopted by the European Union and further requirements for listed companies in the Danish Finan-cial Statements Act, and the Parent Company financial statements have been prepared in accordance with the Danish Financial Statements Act.Management’s Review has 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 Company, and of the results of the Group's and the Parent Company's operations and consolidated cash flows for the finan-cial year 1 January – 31 December 2024.The sustainability statement has been prepared in accordance with the European Sustainability Reporting Standards (ESRS) as required by the Danish Financial Statements Act as well as Article 8 in the EU Taxonomy regulation.In our opinion, the Annual Report of Københavns Lufthavne A/S for the financial year 1 January to 31 December 2024 with the file name CPH-2024-12-31-en.zip has been prepared, in all material respects, in compliance with the ESEF Regulation.Management’s Review has been prepared in accord-ance with the requirements of the Danish Financial Statements Act and the disclosure requirements of Article 8 of Regulation (EU) 2020/852 (EU Taxonomy Regulation).We recommend that the Annual Report be adopted at the Annual General Meeting in Copenhagen on 8 April 2025.</sob:StatementByExecutiveAndSupervisoryBoards>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f1__s9__7__147" xml:lang="en">Kastrup</sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f1__s9__7__148">2025-03-12</sob:DateOfApprovalOfAnnualReport>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-32" id="f1__s9__7__149" xml:lang="en">Christian Poulsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-33" id="f1__s9__7__151" xml:lang="en">Rasmus Lund</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-32" id="f1__s9__7__150" xml:lang="en">CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-33" id="f1__s9__7__152" xml:lang="en">CFO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-34" id="f1__s9__7__153" xml:lang="en">Lars Nørby Johansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-35" id="f1__s9__7__155" xml:lang="en">David Stanton</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-36" id="f1__s9__7__157" xml:lang="en">Niels Konstantin Jensen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-34" id="f1__s9__7__154" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-35" id="f1__s9__7__156" xml:lang="en">Deputy Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-36" id="f1__s9__7__158" xml:lang="en">Deputy Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-37" id="f1__s9__7__159" xml:lang="en">Charles Thomazi</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-38" id="f1__s9__7__160" xml:lang="en">Janis Kong</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-39" id="f1__s9__7__161" xml:lang="en">Lars Sandahl Sørensen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-40" id="f1__s9__7__162" xml:lang="en">Betina Hvolbøl Thomsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-41" id="f1__s9__7__163" xml:lang="en">Brian Bjørnø</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-42" id="f1__s9__7__164" xml:lang="en">Michael Eriksen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__166" xml:lang="en">To the shareholders of  Københavns Lufthavne A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__167" xml:lang="en">Our opinionWe have audited the consolidated financial statements and the parent financial statements of Københavns Lufthavne A/S for the financial year 1 January - 31 December 2024, which comprise the income state-ment, balance sheet, statement of changes in equity and notes, including material accounting policy information, for the Group as well as the Parent, and the statement of comprehensive income and the cash flow statement of the Group. The consolidated financial statements are prepared in accordance with IFRS Accounting Standards as adopted by the EU and additional disclosure requirements for listed entities in Denmark, and the parent financial statements are prepared in accordance with the Danish Financial Statements Act.In our opinion, the consolidated financial statements give a true and fair view of the Group’s financial position at 31 December 2024, and of the results of its operations and cash flows for the financial year 1 January - 31 December 2024 in accordance with IFRS Accounting Standards as adopted by the EU and additional disclosure requirements for listed entities in Denmark.Furthermore, in our opinion, the parent financial state-ments give a true and fair view of the Parent’s financial position at 31 December 2024, and of the results of its operations for the financial year 1 January - 31 December 2024 in accordance with the Danish Finan-cial Statements Act.Our opinion is consistent with our audit book comments issued to the Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__168" xml:lang="en">Basis for opinionWe conducted our audit in accordance with Interna-tional Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsi-bilities under those standards and requirements are further described in the "Auditor’s responsibilities for the audit of the consolidated financial statements and the parent financial statements" section of this auditor’s report. We are independent of the Group in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark, and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.To the best of our knowledge and belief, we have not provided any prohibited non-audit services as referred to in Article 5(1) of Regulation (EU) No 537/2014.We were appointed auditors of Københavns Lufthavne A/S for the first time on 16 April 2024 for the financial year 2024.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="f1__s9__7__169" 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 consolidated financial statements and the parent financial statements for the financial year 1 January - 31 December 2024. These matters were addressed in the context of our audit of the consol-idated financial statements and the parent financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.Completeness and occurrence of Traffic Revenue  Traffic revenue amounts to DKK 3,068 million and constitutes 61% of total group revenue in the period 1 January – 31 December 2024. Traffic revenue comprises of income from airlines covering passenger, security, handling and take-off charges.The traffic revenue stream is recorded within several operating systems, and in addition, there are a signifi-cant number of transactions.The audit of traffic revenue has been considered a key audit matter due to the complexity of the revenue stream and the significant number of transactions.Reference is made to note 2.2 to the financial state-ments and the accounting policies.How the matter was addressed in our auditWe have tested the completeness and occurrence of traffic revenue. In this context, we: · performed walkthroughs of the traffic revenue process and internal control environment · tested the effectiveness of internal controls relating to traffic revenue, including controls over revenue per passenger and system reconciliations · obtained external confirmations from selected airline partners · tested revenue transactions recorded during the year to supporting documentation on a sample basisClassification and valuation of tangible assets under constructionTangible assets under construction amounts to DKK 3,207 million as at 31 December 2024. The balance consists of a significant number of projects, which predominately relates to the expansion of Terminal 3 and security facilities.The audit of the classification and valuation of tangible assets under construction has been considered a key audit matter due to the assessment of classification of cost incurred, magnitude of the capitalised balance and the large number of transactions.Reference is made to note 3.3 to the financial state-ments and the accounting policies.How the matter was addressed in our auditWe have assessed the appropriateness of the classifi-cation and valuation of tangible assets under construc-tion. In this context, we: · performed walkthrough of the processes and internal control environment regarding tangible assets under construction including the process related to capitali-zation of costs · tested the effectiveness of internal controls related to classification and valuation of tangible assets under construction, which includes approval of business cases, specific controls related to the Terminal 3 construction and approval of costs · tested capitalised costs for tangible assets under constructions projects to supporting documentation on a sample basis · evaluated the appropriateness of impairment indi-cators considered by Management by comparing to internal and external factors</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s9__7__170" xml:lang="en">Statement on the Management ReviewManagement is responsible for the Managements Review.Our opinion on the consolidated financial statements and the parent financial statements does not cover the Management Review, and we do not express any form of assurance conclusion thereon.In connection with our audit of the consolidated finan-cial statements and the parent financial statements, our responsibility is to read the Management’s Review and, in doing so, consider whether the Management Review is materially inconsistent with the consoli-dated financial statements and the parent financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated.Moreover, it is our responsibility to consider whether the Management Review provides the information required by Danish Financial Statements Act. This does not include the requirements in paragraph 99a related to the Sustainability Statement covered by the separate auditor’s limited assurance report hereon.Based on the work we have performed, we conclude that the Management Review is in accordance with the consolidated financial statements and the parent finan-cial statements and has been prepared in accordance with the requirements of the Danish Financial State-ments Act except for the requirements in paragraph 99a related to the Sustainability Statement, cf. above. We did not identify any material misstatement in the Management Review.</arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f1__s9__7__171" xml:lang="en">Management's responsibilities for the consoli-dated financial statements and parent financial statements Management is responsible for the preparation of consolidated financial statements that give a true and fair view in accordance with IFRS Accounting Stand-ards as adopted by the EU and additional disclosure requirements for listed entities in Denmark as well as the preparation of parent financial statements that give a true and fair view in accordance with the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of consolidated financial statements and parent financial statements that are free from material misstatement, whether due to fraud or error.In preparing the consolidated financial statements and the parent financial statements, Management is responsible for assessing the Group’s and the Parent’s ability to continue as a going concern, for disclosing, as applicable, matters related to going concern, and for using the going concern basis of accounting in preparing the consolidated financial statements and the parent financial statements unless Management either intends to liquidate the Group or the Entity or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="f1__s9__7__172" xml:lang="en">Auditor's responsibilities for the audit of the consolidated financial statements and parent financial statementsOur objectives are to obtain reasonable assurance about whether the consolidated financial statements and the parent financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assur-ance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional 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 consolidated financial statements and these parent financial statements.As part of an audit conducted 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 consolidated financial statements and the parent financial statements, whether due to fraud or error, design and perform audit procedures respon-sive 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 misstate-ment 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 appropriate in the circumstances, but not for the purpose of expressing an opinion on the effective-ness of the Group’s and the Parent’s 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 Management’s use of the going concern basis of accounting in preparing the consolidated financial statements and the parent financial statements, and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group's and the Parent’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the consolidated financial statements and the parent financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group and the Entity to cease to continue as a going concern. · Evaluate the overall presentation, structure and content of the consolidated financial statements and the parent financial statements, including the disclosures in the notes, and whether the consoli-dated financial statements and the parent 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 information of the entities or business units within the group as a basis for forming an opinion on the consolidated financial statements and the parent 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 regarding, 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 statement that we have complied with relevant ethical requirements regarding independence, and to commu-nicate with them all relationships and other matters that may reasonably be thought to bear on our inde-pendence, and, where applicable, safeguards put in place and measures taken to eliminate threats.From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consol-idated financial statements and the parent financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="f1__s9__7__173" xml:lang="en">Report on compliance with the ESEF RegulationAs part of our audit of the consolidated financial state-ments and the parent financial statements of Køben-havns Lufthavne A/S we performed procedures to express an opinion on whether the annual report for the financial year 1 January - 31 December 2024, with the file name CPH-2024-12-31-en.zip, is prepared, in all material respects, in compliance with the Commis-sion Delegated Regulation (EU) 2019/815 on the Euro-pean 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 including 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 anchoring thereof to elements in the taxonomy, for financial information required to be tagged using judgement where necessary; · Ensuring consistency between iXBRL tagged data and the consolidated financial statements presented in human readable format; and · For such internal control as Management determines necessary 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 mate-rial respects, in compliance with the ESEF Regulation based on the evidence we have obtained, and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the audi-tor’s 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 company’s iXBRL tagging process and of internal control over the tagging process; · Evaluating the completeness of the iXBRL tagging of the consolidated financial statements including notes; Evaluating the appropriateness of the compa-ny’s 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; and · Reconciling the iXBRL tagged data with the audited consolidated financial statements.In our opinion, the annual report of Københavns Lufthavne A/S for the financial year 1 January - 31 December 2024, with the file name CPH-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="f1__s9__7__174" xml:lang="en">Copenhagen</arr:SignatureOfAuditorsPlace>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f1__s9__7__175">2025-03-12</arr:SignatureOfAuditorsDate>
   <cmn:NameOfAuditFirm contextRef="ctx-44" id="f1__s9__7__177" xml:lang="en">DeloitteStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:NameOfAuditFirm contextRef="ctx-43" id="f1__s9__7__176" xml:lang="en">DeloitteStatsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-43" id="f1__s9__7__178">33963556</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-44" id="f1__s9__7__179">33963556</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-43" id="f1__s9__7__180" xml:lang="en">Kirsten Aaskov Mikkelsen</cmn:NameAndSurnameOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-44" id="f1__s9__7__183" xml:lang="en">Nikolaj Thomsen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-43" id="f1__s9__7__181" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-44" id="f1__s9__7__184" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-43" id="f1__s9__7__182">mne21358</cmn:IdentificationNumberOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-44" id="f1__s9__7__185">mne33276</cmn:IdentificationNumberOfAuditor>
   <arr:AddresseeOfAuditorsReportOnSubstainabilityReports contextRef="ctx-1" id="f1__s9__7__188" xml:lang="en">To the shareholders of  Københavns Lufthavne A/S</arr:AddresseeOfAuditorsReportOnSubstainabilityReports>
   <arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport contextRef="ctx-1" id="f1__s9__7__189" xml:lang="en">Limited assurance conclusionWe have conducted a limited assurance engage-ment on the sustainability statement of Københavns Lufthavne (the “Group”) included in the Manage-ment’s Review (the “sustainability statement”), page 35 – 131, for the financial year 1 January – 31 December 2024.</arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport>
   <arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport contextRef="ctx-1" id="f1__s9__7__190" xml:lang="en">Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention tha