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<mrv:SustainabilityReport contextRef="ctx-1" id="f0__s9__7__11-1" xml:lang="en">99 General disclosures index SustainabilitystatementsGeneral disclosuresBasis for preparation BP-1 General basis for preparation of sustainability statements page 48BP-2 Disclosures in relation to specific circumstances page 48Governance GOV-1 The role of the administrative, management and supervisory bodies page 49, 51GOV-2 Information provided to and sustainability matters addressed by the page 50under takingâs administrative, management and supervisory bodiesGOV-3 Integration of sustainability-related performance in incentive schemes page 50GOV-4 Statement on due diligence page 52GOV-5 Risk management and internal controls over sustainability reporting page 53Strategy & business model SB M-1 Strategy, business model and value chain page 54SBM-2 Interests and views of stakeholders page 56Impacts, risks and opportunities SBM-3 Material impacts, risks and opportunities and their interaction with page 57strategy and business modelIRO-1 Description of the process to identify and assess material impacts, risks page 59and opportunitiesIRO-2 Disclosure requirements in ESRS covered by the undertakingâs sustaina-page 47, 62, 77, 88, 93bility statementBasis for preparationGeneral basis for preparationThis statement represents Columbusâ statutory Sustainability Statements in accordance with the EU's Corporate Sustainability Reporting Directive (CSRD) and the associated European Sustainability Reporting Standards (ESRS).This is the first year Columbus reports in alignment with CSRD and ESRS. Significant effort has gone into fulfilling both the quantitative and qualitative disclosure requirements, utilising implementation guides made available by the European Financial Reporting Advisory Group (EFRAG), as well as the descriptive application requirements in the appendix to the ESRS.Only ESRS data points identified as material under the double materiality assessment and mandatory under the ESRS are reported. We have not omitted Information with reference to ESRS 2, 5 (d) and (e). Voluntary and phase-in eligible disclosure require-ments have been reviewed and selected when necessary to provide a fair and true picture of our sustainability-related activities.The Sustainability Statements are subject to limited assurance.The General Disclosures, and each of the topical sections start with a table of content where the material disclosure requirements are mapped to their location in the report. We are not reporting through the principle of 'Incorporation by refer-ence'.Going forward, Columbus will continue to assess and develop its disclosures in line with the disclo-sure requirements of the ESRS.ScopeThe organisational scope for the Sustainability Statement includes all operations for Columbus and its subsidiaries, and it is prepared in alignment with Columbusâ consolidated financial statement following the fiscal year 1 January 2024 to 31 December 2024. âîSee Group chart on page 44. The Sustainability Statements also include actual severe negative impacts that we are aware of in Disclosures in relation to specific circumstances Time horizonsThe short-term time horizon for data in the Sustain-ability Statements is 12 months from the balance sheet date. Medium- (up to five years) and long-term (more than five years) horizons are aligned with the definitions under the double materiality assessment. Sources of estimation and outcome uncertaintyColumbus aims to disclose data as accurately as possible. Due to limitations in availability of high quality GHG emission data for some emission sources, estimations have been applied when reporting our GHG emissions. We have calculated our emissions in line with the guidelines in the GHG Protocol, by using the most specific calculation method our available data has allowed.In some cases, we have applied the spend-based method, and due to data limitations we have used estimates in our reporting of the following data points:Energy consumption from offices: Due to the fast closing of our books, we have not been able to collect actual consumption data for all our office facilities. 23% of the reported energy consump-tion is estimated based on the average energy consumption for the same period in the previous year in the same office location. This estimate also applies to our Scope 2 GHG emissions which are calculated based on the esti-mated energy consumption.GHG emissions from company cars: As we do not have access to data on actual driving distances for our company cars we have made an estimate based on statistics for average driving distances per car in Europe, that have been used as the basis for calculating our Scope 1 GHG emissions from company cars.Despite the uncertainty associated with estimates and the spend-based method, we believe that our report appropriately reflects the GHG emissions of our activities and serves the needs of decision- making users.Changes in reporting or reporting errorsMateriality thresholds are defined for when to restate quantitative information together with procedures for how a restatement should be performed, which also covers cases of reporting errors in prior periods. If data has been restated, this will be clearly stated.GovernanceTo ensure proper oversight of our sustainability matters we have established an ESG governance structure, which has been organised in accordance with the recommendations of the ESRS. The organisation consists of administrative, management and supervisory bodies, with relevant expertise and skills that are required for the defined roles and responsibilities. The administrative, management and supervisory bodiesThe Administrative Body is led by the Head of ESG Compliance and includes subject matter experts on our environmental impact, our impact on human rights and on our impact on sustainable business conduct. Through completion of exten-sive training The Head of ESG Compliance has obtained thorough knowledge on how to align ESG efforts with UNGPs/OECD.Our Executive Management team and our Board of Directors, represented by the Audit Committee, constitute, respectively, The Management Body and The Supervisory Body. All members of the two bodies have received relevant training in sustainability matters and have experience in leading sustainable businesses within the consulting industry. â See page 36 for additional information regarding the composition of the board of directors and the executive management team, and their experience.In addition to the expertise held within the organ-isation, Columbus has engaged with external experts to ensure appropriate skills and expertise are available and will be developed internally over time to oversee sustainability matters.Governance structureBoard of DirectorsAudit CommitteeExecutive Management TeamHead of ESG Head of ComplianceSustainabilityClimate Change People Business Conduct SMEsSMEsSMEsThe Supervisory Body sets the strategic direction, and the Management Body implements these strategic plans through leadership of the Adminis-trative Body.The sustainability efforts are governed through six annual Audit Committee meetings, including two meetings with the participation of the External Auditor, where the Supervisory Body is informed and consulted on all material sustainability matters.Sustainability targets2024 is the first year we report on sustainability matters in accordance with CSRD. During the year we have put significant effort into establishing robust data collection processes to ensure that we are collecting and documenting the data that is necessary to report on all material sustainability metrics.In addition, we have defined or redefined the accounting principles and calculation methods for most of our sustainability metrics, to match accepted guiding principles, protocols and best practices.We do not have access to valid and accurate data for previous reporting periods, on all relevant sustainability metrics, hence 2024 will serve as the baseline year, from which we can measure our progress.As a result, we feel unequipped to set and disclose realistic and relevant targets for our sustainability metrics in this report.In 2025 we are committed to tracking and moni-toring our material sustainability data metrics on an ongoing basis and take timely action when we see indications of unintended negative develop-ments.As our sustainability reporting and our under-standing of the metrics and their dependencies matures, we intend to formulate and disclose targets for relevant metrics.We have not incorporated climate-related or other sustainability-related performance in our incentive schemes.Topics addressed during the reporting period During the reporting period the following topics have been addressed on the Audit Committee meetings:1.2.3.4.Establishment of External sustain-Design of the DMA DMA results for the ESG organi-ability training of process.2024 (List of sation to ensure key team members, addressed IROs is appropriate skills, including members disclosed on page expertise and from the Board of 58).governance.Directors and the Executive Board.5.6.7.8.Establishment and Data collection Establishment of Results and obser-implementation processes for mate-Tell-Us mechanism.vations in data of the following rial data metrics, metrics for 2024 Policies: Sustaina-including accounting and target setting bility Policy, Code policy and internal for 2025.of Conduct for controls to ensure an Employees, Code of appropriate level of Conduct for Busi-completeness and ness Relations.accuracy in the data.Roles and responsibilitiesIdentity Responsibilities in relation to sustainability Body Composition and diversityBoard of Directors ⢠Approves strategic direction and oversee the results of the initiativesSupervisory Body Number of executive members: 0⢠Oversee operational ESG activities through the Audit CommitteeNumber of non-executive members: 5Number of independent members: 3Audit Committee ⢠Represents the Board of Directors in operational activities, including:Representation by employees: No⢠CSRD-compliant reportingRepresentation by other workers: Yes⢠Annual review and approval of double materiality assessmentFemale / Male ratio: 20% / 80%⢠Oversee the result of the limited assurance process of non-financial data points ⢠Oversee result of internal controls in relation to reporting. Executive Board ⢠Review and approve result of DMAManagement Body Number of executive members: 2⢠Define and communicate targets and strategic initiatives in relation to sustainabilityNumber of non-executive members: 0⢠Prioritise and allocate resourcesNumber of independent members: 2⢠Oversee the effectiveness and results of our strategic initiativesRepresentation by employees: YesRepresentation by other workers: NoFemale / Male ratio: 0% / 100%Head of ESG compliance ⢠Facilitate due diligence process, including DMAAdministrative body Number of executive members: 16⢠Define accounting principles for quantitative metricsNumber of non-executive members: 0⢠Implement operational processes for collecting and tracking quantitative metricsNumber of independent members: 16⢠Drafting CSRD-compliant Sustainability ReportingRepresentation by employees: YesRepresentation by other workers: NoHead of Sustainability ⢠Drive strategic sustainability initiatives through the relevant Subject Matter teamsFemale / Male ratio: 50% / 50%⢠Responsible for external and internal communication about our progress within sustainabilitySubject Matter Experts ⢠Collect and document data for quantitative metrics⢠Implement preventive and mitigating measures related to negative impacts⢠Manage submitted grievances, and provide access to remedy to affected stakeholders⢠Represent the view and interests of relevant stakeholder groups in DMA processStatement on due diligenceMain aspects and steps of the due diligence Disclosure requirement ReferenceEmbedding due diligence in governance, strategy and ESRS 2 GOV-2 page 50business modelESRS 2 GOV-3 page 50ESRS 2 SBM-3 page 57Engaging with affected stakeholders ESRS 2 GOV-2 page 49ESRS 2 SBM-2 page 56ESRS 2 IRO-1 page 59ESRS 2 MDR-P page 83Identifying and assessing negative impacts on people ESRS 2 IRO-1 page 59and the environment:ESRS 2 SBM-3 page 57Taking action to address negative impacts on people ESRS 2 MDR-A page 64, 79, 81, 91and the environmentESRS 2 MDR-ATracking the effectiveness of these efforts ESRS 2 MDR-M page 65, 84, 97ESRS 2 MDR-T page 63, 84, 91Risk management & Internal controlsScope, main features and components Risk assessments are integrated into the data collection process to prevent misleading informa-tion, statements, figures or conclusions based on inaccurate or incomplete data.Risk assessments The risk assessment methodology for the Sustainability Statement identifies where mate-rial misstatements are likely to arise in the data collection process. A risk mapping and assess-ment has been performed for all main data points. Columbusâ Audit Committee is responsible for monitoring the risk management systems estab-lished for the financial and ESG reporting process.Main risks identified, mitigation strategies and related controls Risks are identified as potential incidents that can have an impact on the completeness, accuracy and consistency of the information in the Sustain-ability Statement.Risks are identified in the data collection process for the specific data points and described in rela-tion to the completeness, accuracy and consist-ency of the information in the Sustainability State-ment, together with relevant mitigation actions. Mitigation actions and quality controls are described for each process step for each iden-tified risk. The controls are integrated into the specific data collection process for each group or across similar groups of disclosures.Columbus aims to base its control environment on robust preventive controls â as opposed to correc-tive or detective controls â .in order to mitigate or prevent errors as early as possible in the data collection process. Both manual and automated controls are in place and, going forward, Columbus will work to automate as many controls as possible.Periodic reporting of findings from risk assessment and internal controlsThe risk assessment and mitigating control activ-ities are performed in connection with periodical internal or external reporting, and external audi-tors perform audits with limited assurance.The results of the limited assurance process, including potential observations or identified risks, are reported to the Audit Committee in connec-tion with half-year and year-end audits.Sustainability strategyColumbusâ sustainability strategy is built on two streams; an external stream, focused on enabling sustainable development for our customers, and an internal stream, focused on our own operations; Building environmentally sustainable operations, Growing a diverse and talented culture and ensuring responsible business conduct.Customers â enabling Sustainable ImpactOur goal is to help customers enhance sustain-able development with digital solutions that drive sustainability, growth, and profitability. We focus on aiding Manufacturing, Retail & Distribution, Food & Beverage, and Life Sciences industries in accelerating sustainable develop-ment. These sectors often have high greenhouse gas emissions from production, processing and transportation.Through utilisation of new technologies, including AI, we help our customers enhance their demand forecasting, inventory management, transporta-tion, as well as other business critical processes, improving their supply chain performance. We believe that this lead to a positive impact on our customers' environmental footprints.Building sustainable operationsWe are dedicated to maintaining a small environmental âfootprintâ. We assess our emissions sources and prioritise efforts to areas with the highest contribution potential. As a consultancy firm, Columbus does not manu-facture physical products or develop software solutions. The majority of our CO emissions orig-2inate from business travel, data centers, and the operation of our offices.â Read more about our efforts in relation to the environment on page 63.Cultivating a diverse and talented cultureAs a company that prioritises its people, we are committed to fostering an inclusive and diverse work environment that is both engaging and supports meaningful work.The historical sector factors in the IT industry, where more men pursue STEM education and have been overrepresented the talent pool for many years, are reflected in our workforce diver-sity. Women represent 30% of our workforce and approximately 19% of our top-management.â Read more about our initiatives in relation to diversity, equal opportunities and working conditions on page 79.Ensuring responsible business conductColumbus operates in 10 countries, each with distinctive laws, regulations, and cultures. It is important for Columbus to maintain a consistent level of integrity across all markets and comply with applicable legislation.It is essential for sustainability initiatives to become an integrated part of our organisation, rather than being treated as separate projects disconnected from our business. Therefore, we have defined a governance model with organisa-tional ownership of ESG initiatives and commercial sustainability activities.â Read more about our efforts in relation to responsible business conduct on page 94.Business model & Value chainColumbus is a global digital advisor and IT services consultancy company with more than 1,500 digital advisors serving customers worldwide. We deliver value by connecting strategy, tech-nology, and organisation for transformative results. We solve complex business problems with technology solutions tailored to our key industries in Manufacturing, Retail & Distribution, Food & Beverage, and Life Sciences. By partnering with leading technology providers, we leverage over 30 years of expertise to deliver value through efficient, cost-effective solutions.Our servicesColumbusâ offers end-to-end digital solutions and consultancy services within the areas of Cloud ERP, Digital Commerce, Data & AI, Customer Expe-rience & Engagement, Security, and Application Management.Our customersOur customers primarily consist of multi-national companies in Scandinavia, United Kingdom, United States and Germany, within our focus industries: Retail & Distribution, Manufacturing, Food & bever-ages, and Life Science. All these industries work in the whole, or in parts of the physical goods value chain. Our organisational setupWe have strong delivery and 24/7 support through a robust and consistent global delivery frame-work. We source our consultants from our global talent pool to local markets in Scandinavia, United Kingdom, United States and Germany.ColumbusPartnersBusiness Lines(Cloud ERP, Digital Commerce, Data & AI, Customer SubcontractorsTechnology PartnersRetail & Distribution Experience & Engagement, Security and Application CompaniesManagement)Manufacturing SuppliersCompaniesTravel Agencies & AirlinesBanksFood & Beverage Enabling FunctionsCompaniesService ProvidersEnergy providers(Finance, Legal, People, Digital, Marketing, M&A, Group)LifeScience RetailersLandlordsCompaniesUpstream Own Operations DownstreamInterests and views of stakeholdersCustomers & End-usersThe views and interests of our customers are critical to us, as a deep understanding of our customersâ challenges and pains are fundamental to advise and support them with utilising tech to enhance their business.In addition to the regular project evaluations and on-going collaboration between our customers and our engagement teams we have established a program called the Voice of the Customer. Through this program, we invite customers to share their views on our services and business practices, and how we can enhance our collabora-tion further.We are industry experts on the industries of our main customers; we keep ourselves updated on trends, challenges and opportunities within these industries, and we influence the trends, by bringing innovative industry solutions to the market utilising the latest technologies.Our solutions are used by our customers' employees or their customers. We do not engage directly with the end-users.Partners & SuppliersAs we bring tech and business together, our large technology partners, which include Microsoft and Infor, represent a vital part of our value chain and business model.We have an interdependent relationship with our partners. They develop and maintain the technical solutions and provide the foundation that our busi-ness model stands on, and they rely on us to bring their solutions to the market. We collaborate and engage with our partners both on a strategic level and on an operational level, through various informal and formal channels depending on the topic.We rely on several suppliers to deliver a wide range of services that enable our day-to-day opera-tions. This includes suppliers related to our office facilities, our business travel, our IT equipment, as well as a range of external service providers and advisors.Employees & SubcontractorsOur people are the heart of our business. Our Enabling Function staff ensure our internal operational processes run smoothly, so our Busi-ness Line staff can focus on adding value to our customers and their end-users.We aspire to become the employer of choice and we engage with our employees in many different ways to ensure that we take their interests and views into account in everything that we do. â See page 82 under âown workforceâ for addi-tional information on our employee engage-ment.Our subcontractors enable us to expand our range of competences and skills, and they play a vital role for our ability to provide high quality services across all areas of digital transformation.ShareholdersColumbus is listed on Nasdaq Copenhagen stock exchange, and our shareholders represent an important stakeholder group. Consolidated Holdings A/S owns 61.75% of the shares in Columbus A/S and 63.17% of the voting rights due to shareholder voting agreements. Columbus hosts a conference call after publica-tion of financial statements. The call and presenta-tions can be followed live and on demand via the Companyâs website.Impacts, risks and opportunities (IROs)Our material IROs are outlined in the DMA process and detailed under each topic in the sustainability statements. These IROs, linked closely to our business model, and impact customers, end-users and employees. Most material IROs are managed continuously within our operations, including business conduct, workforce and climate change.For environmental IROs in our value chain, we aim to maintain our current practices to ensure our continued small environmental footprint. Social impacts, mainly related to privacy, high workload, and diversity gaps, are addressed with mitigating policies and initiatives. Without these actions, the negative effects could impact employees, consumers, and end-users.We mitigate negative impacts by offering training and skills development to employees and enabling digitalisation. All identified IROs align with ESRS disclosure requirements.Resources for CSRD and EU Taxonomy compliance remain similar to last year, with a slight increase in spending on external advisory due to CSRD implementation. Initiatives to manage IROs are embedded in governance structures, ensuring high resilience 2024. The DMA 2024 provided more granularity in IROs following continued CSRD implementation.Impacts, risks and opportunities, overviewTime-horizons Value ChainShort-Mid- Long- Up- Own Down- Identified Material IROs Impact type Topic/Sub-topictermtermtermstreamops.streamGHG emissions and energy consumptionOur business model requires activities, such as business travel, employee commute an energy Actual negative impact E1 Climate change / â â â â â âconsumption, that lead to GHG emissions.Climate change-mitigationEqual opportunitiesThere is a risk that employees do not get equal access to promotion, compensation and Potential negative impact S1 Own Workforce / â â âopportunitiesEqual treatment and opportunities for allNon-discriminationThere is a risk that individuals experience discrimination or harassment.Potential negative impact S1 Own Workforce / â â âEqual treatment and opportunities for allWork-life balanceThere is a risk that employees experience stress on their health or, feel that they are unable to Potential negative impact S1 Own Workforce / â â âtake adequate time off for vacation or family related leave.Work conditionsWork enablementThere is a risk that employees do not receive adequate training or the information that is Potential negative impact S1 Own Workforce / â â ânecessary to perform their work dutiesWork conditionsSecurity incidentsThere is a risk that malicious attacks and data/security incidents lead to breaches of confiden-Potential negative impact S4 Consumers and end-users / â â â âtiality, integrity and availability of business informationInformation-related impactsCorruption and briberyThere is a risk that some employees may receive or offer lavish gifts, expensive meals, or Potential negative impact G1 Business Conduct / â â â â âextravagant entertainment with the intent to influence a business decisionCorruption and briberyProtection of whistleblowersThere is a risk that whistleblowers face retaliation acts upon exposing suspected unethical or Potential negative impact G1 Business Conduct / â â â â âillegal activities.Corruption and briberyDouble materiality assessmentA double materiality assessment (DMA) and a solid due diligence process is the foundation for responsible business conduct in line with OECD/UNGP, and a requirement for sustainability reporting under the ESRS.Our process, which was established in 2023 has been further developed during 2024, and is based on the principles described in ESRS 1 Section 3, and the âMateriality Assessment Implementation Guidanceâ published by EFRAG.The assessment is divided into a number of sequential steps, designed to obtain a solid under-standing of the context, which allows an accurate identification of IROs, that we can assess for materiality, to ensure we can report accurately to our stakeholders.The assessment is done annually, and by gathering and incorporating feedback from our stake-holders, we ensure that their views and interests are reflected in our assessment.UnderstandingThe assessment is facilitated by the Head of ESG Compliance, with the involvement of a wide range of Subject Matter Experts (SMEs) within the organisation. The SMEs include Facility Managers, People Partners, Finance Professionals, Legal Advisors, IT professionals, and Executive Board members, whose combined knowledge constitutes a deep understanding of our business practices in relation to all aspects of our business model.Business model and value chainA DMA must be rooted in a deep understanding of the business and the context it operates in. The first step in the assessment is to update our mapping of our business model and our value chain. The mapping includes all our different Business Lines, and our internal Enabling Functions that support our Business Lines, as well as our key part-ners, supplier groups and customer segments. StakeholdersSecondly, we identify all relevant stakeholder groups that could be affected by our business practices. Internal SMEs with relevant stakeholder relation-ships act as proxies for each of our stakeholder groups to represent their views and interests.IdentificationImpacts, risks and opportunitiesFor each stakeholder group we assess all areas of sustainable development to identify nega-tive impacts that Columbus is likely to cause or contribute to, as a result of our business practices. The identification process includes gathering and analysing available data and indications of impacts and risks, as well as reviewing feedback from our stakeholders.The documentation and descriptions of the IROs include specifications of their nature (impact, risk or opportunity) and where in the value chain they occur. It also indicates the time horizons and the affected stakeholders, and if the IROs are a result of our operations or our business relationships. Business opportunities, including opportunities in relation to sustainability matters, are identified through strategy workshops conducted by the Executive Board with input and involvement from various relevant internal stakeholders.AssessmentFor each identified IRO we conduct a materiality assessment for the affected stakeholders or the environment (impact materiality) and the potential financial impact for Columbus (financial materi-ality).Both impact materiality and financial materiality are assessed in different scenarios of severity and likelihood, over the short-, medium- and long-term time horizons.Impact materialityThe impact materiality assessment is based on the likelihood of occurrence and the severity assess-ment.We assess severity based on a rating of the scale, scope and irremediability of each actual or poten-tial impact, using a scoring system that is based on predetermined objective criteria and thresholds that has been established through engagement with external sustainability consultants.Based on the likelihood and the assessment of severity each IRO is categorised as either material or immaterial.Financial materialityFinancial Materiality is based on a combination of the likelihood of occurrence and the potential magnitude of the financial effects.When assessing our financial effects we have considered impacts related to: ⢠Access to resources and relationships, due to reactions and repercussions from our stake-holders due to an impact⢠Cost to establishing or maintaining preventive or mitigating measures for negative impacts⢠Cost related to remediation of actual negative impactsBased on the likelihood and the assessment of potential financial impact each IRO is categorised as either material or immaterial, applying the same materiality threshold we use for assessing materi-ality in our financial statement.ReportingStakeholder engagementUpon approval from our Audit Committee, our double materiality assessment is communicated to our employees, and made public to all stake-holders through our Tell-Us mechanism. â See page 83 for additional information on the Tell-Us mechanism.We welcome feedback, concerns and good ideas in relation to our sustainability efforts, and all submitted grievances and feedback received through the Tell-Us mechanism are systematically categorised and archived, so it becomes a valuable input in our next double materiality assessment.Sustainability statementThe result of our double materiality assessment determines the reporting scope in our sustain-ability statement. All material IROs has been mapped to the topical sections in the ESRS to determine if the topical section should be included in the reporting scope. For the topical sections in scope, all mandatory disclosure requirements have been included in the reporting scope. Voluntary and phase-in eligible disclosure require-ments have been reviewed and selected when necessary to provide a fair and true picture of our sustainability-related activities.â See page 58 for a list of all material IROsE1 Climate changeStrategyE1-1 Transition plan for climate change mitigation page 63SBM-3 Material impacts, risks and opportunities and their interaction with page 64strategy and business modelImpact, risk and opportunity management IRO-1 Description of the processes to identify and assess material climate- page 59related impacts, risks and opportunitiesE1-2 Policies related to climate change mitigation and adaptation page 64E1-3 Actions and resources in relation to climate change policies page 64Metrics and targetsE1-4 Targets related to climate change mitigation and adaptation page 63E1-5 Energy consumption and mix page 65E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions page 66E1-7 GHG removals and GHG mitigation projects financed through carbon Omitted, immaterialcreditsE1-8 Internal carbon pricing Omitted, immaterialE1-9 Anticipated financial effects from material physical and transition risks Omitted, immaterialand potential climate-related opportunitiesClimate changeWe recognise that climate change is an urgent and irreversible globalîissue.As a consultancy company without production or shipping, our primary sources of CO emissions 2stem from business travel, energy consumption in our office facilities, and the use of IT equipment and data centers. Despite our relatively small footprint, we firmly support the global target of sustainable development for the environment.In our commitment to contribute to sustainable development, we are dedicated to implementing practices that promote sustainability within our operations and maintain our small footprint. By maintaining a focus on responsible energy usage and minimising unnecessary travel, we aim to uphold our commitment to environmental stewardship. We acknowledge that our contributions may be modest, but we believe that every effort counts in the global challenge of mitigating climate change.Transition plan and targets for climate change mitigationDuring the reporting period we have focused on establishing structures and processes to measure the environmental impact from our operations, hence 2024 will serve as a baseline year from which we will measure our progress. As we do not have accurate historical data related to our envi-ronmental impact, we have been unequipped to set and disclose realistic and relevant targets for our energy consumption and CO emissions, and 2unable to determine a relevant scope for a transi-tion plan for climate change mitigation.In 2025 we intend to track and monitor our GHG emissions on an ongoing basis and take timely action when we see indications of unintended negative developments. This will enhance our understanding of our metrics, and their dependen-cies, and enable us to determine relevant targets and transition plans for climate change mitigation in the future.Material impacts, risks and opportunities Through the process described under the Double Materiality Assessment section â on page 59, we have identified the following material IROs:GHG emissions and energy consumptionColumbus has a negative impact on the climate, as our business model requires electronic equipment to work on, and office facilities to work from, both of which result in energy consumption and CO2emissions.Furthermore, to provide our services, it is neces-sary for us to travel between offices to collaborate and to service our customers. This also leads to CO emissions, which contribute to a negative 2impact on the climate.As GHG emissions have a global impact, and are irremediable in nature, we assess that our impact is material.PoliciesTravel policyTo eliminate all unnecessary business travel, we have established a global Travel Policy covering all employees in Columbus. The policy states that all business travel must be pre-approved and have a valid business purpose, and hotels with a green profile should be prioritised when possible, within our accepted price range.The policy, which can be found on our company intranet, is approved by the Executive Board, and communicated to all employees in the organisa-tion through our monthly newsletter, and for new employees during the regular onboarding.With this policy we aim to minimise our GHG emis-sions from business travel.Taking action on material impactsRenewable energyIn 2024 we continued our transition towards renewable energy in our offices. It is our business practice to seek to use renewable energy in our offices wherever possible. In office locations where we have a direct relationship with the energy provider, we have selected providers that offer energy from renewable energy sources, when possible, in that location.In offices where we purchase our energy through a landlord, we exercise our leverage to encourage the landlord to select providers that offer renew-able energy sources.With this business practice we aim to minimise and further reduce our energy consumption and GHG emissions from our office space.Energy consumption and mixâ E1-5 Energy consumption and mixShare of types of energy (%)ESRS DR 202410%E1 37 (a) Consumption from fossil sources 229 (MWh)E1 37 (b) Consumption from nuclear sources 128 17%(MWh)E1 37 (c) Consumption from renewable sources 979 1(MWh)E1 37 Total Energy Consumption 1,336 Consumption from fossil sources 17%(% of total)73%Consumption from nuclear sources 10%(% of total)Consumption from renewable sources 73%(% of total)â Renewable sources1 All consumption of renewable energy stem from purchased or acquired electricity, heat, steam, and coolingâ Fossil sourcesâ Nuclear sourcesMWh1,336was the total energy consumption for the Columbus Group in 2024%73of the total energy consumption for the Columbus Group in 2024 came from renewable sourcesGHG emissionsâ E1-6 Gross Scopes 1, 2, 3 and Total GHG emissionsESRS DR Unit Base year 2023 2024 % 2024 / 2023E1 44 (a) Scope 1 GHG emissionsE1 48 (a) Gross Scope 1 GHG emissions (tCOeq) 259 n/a 259 n/a2E1 48 (b) GHG emissions from regulated emission trading % 0% n/a 0% n/aschemes (Percentage of Scope 1)E1 44 (b) Scope 2 GHG emissions E1 49 (a) Gross location-based Scope 2 GHG emissions (tCOeq) 242 n/a 242 n/a2E1 49 (b) Gross market-based Scope 2 GHG emissions (tCOeq) 218 n/a 218 n/a2E1 44 (c) Significant scope 3 GHG emissions Total Gross indirect (Scope 3) GHG emissions (tCOeq) 5,271 n/a 5,271 n/a2E1 51 Purchased goods and services (tCOeq) 3,803 n/a 3,803 n/a2E1 51 Business traveling (tCOeq) 1,542 n/a 1,542 n/a2E1 51 Employee commuting (tCOeq) 926 n/a 926 n/a2E1 44 (d) Total GHG emissionsE1 52 (a) Total GHG emissions (location-based) (tCOeq) (tCOeq) 6,772 n/a 6,772 n/a22E1 52 (b) Total GHG emissions (market-based) (tCOeq) (tCOeq) 6,748 n/a 6,748 n/a22â E1-6 GHG Intensity based on net revenueESRS DR 2024E1 53 GHG intensity per net revenueNet revenue used to calculate GHG 1,659.4intensity (mDKK)*Total GHG emissions (location-based) 4.08per net revenue (tCOeq/mDKK)2Total GHG emissions (market-based) per 4.07net revenue (tCOeq/mDKK)2* Reconciles with the total net revenue reported in the financial statement, page 104Accounting principles for E1 Climate changeEnergy ConsumptionEnergy consumption consists of purchased elec-tricity, heat and steam consumed at our office facil-ities.Energy consumption data is provided by the relevant energy provider for the office. In some cases, we share office facilities with other tenants, and energy consumption is measured for the entire facility and split on the tenants by the landlord based on occu-pied square footage for each tenant.Energy MixEnergy Mix is defined as the share of the consumed energy that stems from fossil, nuclear and renewable sources, respectively.For offices where we have obtained Certificates for Renewable Energy, we apply these to determine the energy mix. For offices where we have not obtained Certificates for Renewable Energy, we apply the latest available residual mix data for the location to calcu-late the energy mix.Scope 1 greenhouse gas (GHG) emissionsScope 1 greenhouse gas (GHG) emissions refer to the direct emissions from sources that are owned or controlled by an organisation. Direct GHG emissions comprise the sum of greenhouse gases, which are converted to COâ equivalents. The emissions arise from the combustion of fuel products related to Columbusâs leased cars.We have used the latest version of Defra GHG Conver-sion factors (2023) to calculate GHG emissions.Scope 2 greenhouse gas (GHG) emissionsScope 2 greenhouse gas (GHG) emissions refer to the indirect emissions resulting from the generation of purchased energy that is used by an organisation. Scope 2 emissions occur at the facility where the energy is generated, thus being classified as indirect emissions. The emissions are linked to the elec-tricity and district heating consumption related to Columbusâ office activities.Scope 2 market-based emissionsScope 2 emissions are calculated by taking the specific energy sources an organisation uses for its purchased electricity, heat, or steam into account.For offices where we have obtained Certificates for Renewable Energy, we have set the emission factor to zero.For offices where we do not have Certificates for Renewable Energy, we applied the Residual Mix Emission factors of the country where the energy was consumed. When Residual Mix emission factors have not been available, the emission factors for the regional or national energy grid have been applied.Scope 2 location-based emissionsEmissions are calculated by taking the specific energy sources an organisation uses for its purchased elec-tricity, heat, and steam and using average emission factors for the regional or national energy grid. This method reflects the energy mix within the specific area of consumption and does not consider any purchase of renewable energy or credits. To calculate GHG emissions, the latest 2024 version of the IEA country factors has been used.Scope 3 emissionsScope 3 emissions are the indirect greenhouse gas emissions attributed to an organisationâs value chain. Scope 3 comprises the following 15 categories:1. Purchased goods and services Purchased goods and services include purchases that are not already accounted for in scope 1, 2 or in any of the other Scope 3 categories. The purchases include company insurances, education & training, professional services, external marketing, software licenses and hosting services, facility cost, social events and entertainment, IT equipment and other cost related to our operations.GHG emissions associated with the purchase of goods and services are calculated with the spend-based method described in the GHG protocol, by multiplying the direct cost for the purchased goods and services with a emission factor that match the cost category.2. Capital goodsThis category has been deemed immaterial as we do not have any GHG emission from capital goods that are not reported under scopes 1 and 2.3. Fuel and energy-related activitiesThis category has been deemed immaterial as we do not have any GHG emissions from fuel and energy-re-lated activities that are not reported under scopes 1 and 2.4. Upstream transportation and distributionThis category has been deemed immaterial. As a consultancy company, we primarily deliver services rather than physical goods.5. Waste generated in operationsThis category has been deemed immaterial. As a consultancy company the level of waste is limited, and the associated scope 3 emissions are immaterial.6. Business travelGHG emissions for Airfare purchased through our Travel Agency is calculated based on fuel consump-tion for each individual flight based on flight duration, aircraft type and age, airline and seat configuration, and passenger load factor. The fuel consumption is then converted to COe kg based on the standard 2conversion factor according to the International Civil Aviation Organisation from the UN.GHG emissions for Airfare purchased outside of our Travel Agency is calculated based on the direct cost of the flight tickets multiplied by an emission factor that is based on the airfare purchased through our Travel Agency.GHG emissions associated with other business travel activities are calculated as the amount of direct cost associated with taxi, train, bus, ferry, and accommo-dation, multiplied by a matching spend-based emis-sion factor from Defraâs table.7. Employee commutingGHG emissions from employee commuting is calcu-lated based on the average commuting paterns in each location.Through a company-wide commuting survey we have mapped the commuting patterns for each of our locations, including average commuting distance, modes of transportation and average days of commuting.By combining this information with the average number of employees in each location in each month, and we have calculated the GHG emissions based on the Defraâs emission factors for land transportation.8. Upstream leased assetsThis category has been deemed immaterial, as we do not have any GHG emissions from fuel and energy-re-lated activities that are not reported under scopes 1 and 2.9. Downstream transportationThis category has been deemed immaterial, as we do not distribute materials to customers.10. Processing of sold productsThis category has been deemed immaterial. As a consultancy company, our business model is based on the delivery of services. We do not sell physical prod-ucts that require further processing by our clients.11. Use of sold productsThis category has been deemed immaterial, as we have not identified impacts caused by our solutions and services.12. End-of-life treatment of sold productsThis category has been deemed immaterial. As a consultancy company, end-of-life treatment of sold products is not applicable to our products. We do not sell physical products that require disposal or treat-ment at the end of their lifecycle.13. Downstream leased assetsThis category has been deemed immaterial, as we do not act as a lessor.14. FranchisesThis category has been deemed immaterial, as we do not operate with franchises.15. InvestmentsThis category has been deemed immaterial. The level of investments is limited, and the associated scope 3 emissions are immaterial.S1 Own workforceStrategyMetrics and targetsSBM-2 Interests and views of stakeholders page 56S1-5 Targets related to managing material negative impacts, advancing Page 84positive impacts, and managing material risks and opportunitiesSBM-3 Material impacts, risks and opportunities and their interaction with page 79, 81strategy and business modelS1-6 Characteristics of the undertakingâs employees Page 84, 85S1-7 Characteristics of non-employees in the undertakingâs own workforce Page 85Impact, risk and opportunity management S1-8 Collective bargaining coverage and social dialogue Omitted, not materialS1-1 Policies related to own workforce Page 79, 81S1-9 Diversity metrics Page 85S1-2 Processes for engaging with own workforce and workersâ representa-Page 82S1-10 Adequate wages Omitted, not materialtives about impactsS1-11 Social protection Page 85S1-3 Processes to remediate negative impacts and channels for own work-Page 83S1-12 Persons with disabilities Omitted, phase-inforce to raise concernsS1-13 Training and skills development metrics Page 85S1-4 Taking action on material impacts on own workforce, and approaches Page 79, 81to managing material risks and pursuing material opportunities related S1-14 Health and safety metrics Omitted, not materialto own workforce, and effectiveness of those actionsS1-15 Work-life balance metrics Page 85S1-16 Remuneration metrics (pay gap and total remuneration) Page 85S1-17 Incidents, complaints and severe human rights impacts Page 85Equal treatment and opportunities for allColumbus is dedicated to cultivating a varied workforce that respects our unique attributes. By assembling teams with diverse backgrounds, we aim to enhance innovation, employee commitment, and ultimately improve team results. Our commitment lies in creating an inclusive environment where all individuals have equal chances for growth and achievement. Material impacts, risks and opportunitiesThrough the process described under the Double Materiality Assessment section âîonîpage 59, we have identified the following material IROs:Equal opportunitiesThere is a risk that candidates for employment and employees do not get the same access to employment, promotion, compensation and opportunities due to unfair or biased deci-sions made by individuals with influence.Non-discriminationIn our annual employee survey, we asked if employees experienced victimization, bullying, sexual harassment, or discrimina-tion at work in the last 12 months. 98% of respondents said "No", 2% did not answer, and none said "Yes".Supported by the survey result, we conclude that discrimination is not an issue in Columbus, however, we acknowledge that there will always be an inherent risk that some individuals experience discrimination, and the 2% of the respondents that did not specifically answer âNoâ indicates that the risk may not be fully prevented.PoliciesDiversity, Equity & Inclusion Policy With the aim of fostering a workplace where employees are treated fairly and with equal opportunities in an inclusive environment, we have adopted a Diversity, Equity & Inclu-sion Policy.The Policy is aligned with section 139c of the Danish Companies Act and the Recommen-dations on Corporate Governance and has been approved by the Board of Directors.The policy applies to all those employed by or associated with Columbus and is communicated to our employees through a mandatory online course on our E-learning platform.The specific goals of our DE&I policy are to:⢠Increase diversity⢠Promote equality⢠Encourage inclusion, and⢠Prevent discrimination and harassmentTaking action on material impactsWe are not aware of any severe negative impacts on human rights that we cause or contribute to.To mitigate the risk that negative impacts will occur in the future, and to deliver on the goals stipulated in the DE&I policy we have initiated a number of actions.Fair recruitment processOur talent strategy aims to attract, retain and develop competence to meet future needs and to stay attractive to the candidate market. By focusing on our writing, image choice, and recruiting chan-nels we aim to attract a wider and more diverse candidate group when we post new positions.Throughout the recruitment process we rely on competency-based questions and science-based psychometric tests and seek to remove or decrease bias in the selection process and ensure that employees are selected based on their professional competencies and experiences.Career PathwaysIn 2024 we introduced Career Pathways which is a competency framework that supports personal development and career advancement, enabling employees to realise their full potential.Career Pathways define structured career devel-opment steps, and transparent promotion criteria for all roles in the organisation.In addition, the framework will serve as the foun-dation for the annual performance management cycle and will support our goal of equal opportu-nity for everyone to be promoted.Career Pathways have been implemented in phases since the beginning of 2024. The last phase of the implementation is expected to be completed in the first half of 2025.Pay gap analysisIn our ongoing commitment to fairness and equality, we conduct regular pay gap analyses to identify any disparities in compensation among employees performing the similar roles. This process allows us to ensure that all team members are rewarded equitably for their contributions, regardless of gender, race, or other factors. The results of the analysis are included as input to the annual salary adjustment process. By addressing any identified pay gaps, we strive to foster a more inclusive and supportive workplace where everyone feels valued and fairly compensated for their hard work. Working conditionsAt Columbus we believe that good working conditions are essential for enhancing employee well-being, boosting productivity, and improving employee retention. A healthy work environment supports mental and physical health, reduces stress, and promotes work-life balance. When our employees feel comfortable and valued, they are more motivated, productive, and likely to stay with Columbus, reducing attrition and associated costs.Additionally, good working conditions foster creativity, innovation, and collaboration, which are crucial in the consultancy industry. A positive environment encourages employees to think crea-tively, work effectively in teams, and communicate better, leading to improved project outcomes.Moreover, we strive to be known for our excellent working conditions to attract high-quality candi-dates and build a strong reputation in the industry, strengthening our employer branding. Creating a supportive and engaging work environment bene-fits both employees and the overall success and growth of Columbus.Material impacts, risks and opportunitiesThrough the process described under the Double Materiality Assessment section â on page 59, we have identified the following material IROs:Work-life balanceAs a consultancy company our most valuable resource is the time of our consultants. Our business model is dependent on high utilisation rates of our consultants and often we work under tight deadlines when delivering projects to our customers.We acknowledge that our incentive models that reward high utilisation and projects with deadlines lead to a risk that individuals experience stress on their health or, feel that they are unable to take adequate time off for rest, leisure, holidays and family-related leave.Work enablementOur customers rely on our expertise and industry knowledge. It is crucial for our ability to provide great customer experience and value, that we assign employees with the appropriate competencies, and that they have received adequate on-boarding in our busi-ness practices and delivery model.We have identified a risk that some individuals do not receive adequate training or the information that is necessary to perform their work duties.PoliciesVacation & Leave PolicyIn each market where we operate, we have local vacation and leave policies that are aligned with the local legislation.The policies are informed and approved by the local management team and commu-nicated to employees through employment contracts and local SharePoint sites.There are some variations in the condi-tions of the policies, but in all cases our employees are entitled to time-off for vacation, leisure and rest, as well as different types of family-related leave, including parental leave.Employees are encouraged to plan and utilise their entitled time off, and we actively engage employees, and their managers, if they have large unused vacation balances, to ensure that entitled vacation is used.Taking action on material impactsWe are not aware of any severe negative impacts on human rights that we cause or contribute to.To mitigate the risk that negative impacts occur in the future, we have initiated a number of actions.Incentive models and targetsDuring 2024 we established a process for setting centralised role-targets for all consultants, to ensure that targets are realistic and achievable without compro-mising our employeesâ access and ability to take time off. Furthermore, our compensation model has been designed so the employeesâ incentives are not negatively impacted by taking vacation, and we have implemented a pay-out cap at 100% utilisation to avoid excessive overtime by single individuals.These measures have been taken to ensure that our workload is evenly distributed over our consultants, and they make it easier for the employee to achieve a satisfactory work-life balance.Structured on-boarding processWe have established a structured process for onboarding new employees in Columbus, that include relevant training courses on our internal e-learning plat-form Columbus Academy, a mentorship program, introduction to and information about our culture, values and leadership principles as well as our employee poli-cies and Code of Conduct. In addition, all new employees receive an employment contract with a job description that further outlines the expectations and work condi-tions, and the local People Partner have scheduled follow-up sessions to ensure that onboarding is progressing as planned.Columbus academyWe provide training and relevant infor-mation through our E-learning platform Columbus Academy. The training content includes a wide range of courses in specific technical skills, personal development courses, Columbus policy training and much more. Through the platform we can verify that mandatory courses have been completed and monitor statistics on the training and education of our employees.Employee engagementTo track the effectiveness of our programs and to ensure we understand the interests and viewpoints of our key stakeholders, we actively engage in meaningful dialogues with our employees.Performance managementOur performance management cycle consists of half yearly mandatory conversations between employee and manager.Our Human Resources Information System provides a set structure for the conversations, to ensure that personal development goals and professional business goals, expectations and feedback are well documented, and that the employee progresses towards the desired outcomes and career path.Employee Net Promoter Score (eNPS)On a monthly basis we conduct an eNPS survey, to assess employee satisfaction and engagement. The eNPS measures how likely employees are to recommend their workplace to friends or family through a single question: âOn a scale of 0 to 10, how likely are you to recommend Columbus as a place to work?â.Employees are categorised as promoters (9-10), passives (7-8), or detractors (0-6). The eNPS score is calculated by subtracting the percentage of detractors from the percentage of promoters. This means that the eNPS can range from -100 to 100.A good eNPS generally falls within the range of 10 to 30. Scores in this range indicate a healthy level of employee satisfaction and engagement. An eNPS above 50 is considered excellent and suggests a highly engaged and loyal workforceOur Heartbeat for the group scored 56 eNPS in 2024, along with a commendable response rate of 79%, highlighting our dedication in this area.All managers have access to their team members eNPS through a Power BI report. This metric provides a quick insight into employee engage-ment levels and enables immediate action if the score drops.One-on-One sessionsAll managers are encouraged to schedule regular informal one-on-one sessions with their direct reports. These sessions enable the manager to give and receive feedback, align expectations, address changes in eNPS and discuss new ideas and concerns.Annual employee surveyOnce a year we conduct a comprehensive anon-ymous Employee Survey, covering over 60 ques-tions on team efficiency, workplace environment, engagement, leadership and employer brand. With an impressive 88% response rate, this has become an important tool to measure the effects of our efforts in creating a sustainable workplace.The survey consistently showcases significant progress across all areas, placing us well above industry benchmarks and affirming our commit-ment to a nurturing and productive workplace. We observed positive developments in both the work environment and team efficiency, with scores of 83 and 84 respectively. These indices are fundamental to creating a great workplace, and we are delighted with the progress made. Engagement levels have remained consistent with the previous year, indicating stability in this crucial area. Additionally, our focus on leadership continues to yield positive developments. For the second consecutive year, we included questions related to DE&I and we continue to score well above benchmark on all DE&I related questions underscoring its significance as a key area of focus for us.Post survey, teams with five or more responses conduct a workshop where they collaboratively review their scores to pinpoint and improve areas of concern to assure anonymity.The survey results from the workshops are collected and used as an input for the annual double materiality assessment.Channels to raise concerns and access to remedyIndividuals that experience negative impacts on their human rights, or on the environment, or suspect unlawful or unethical misconduct, that in any way can be linked to Columbus or our value chain, can engage with us through various channels. We also welcome good ideas on areas we can improve further.We manage grievances and concerns shared with us, with respect to confidentiality and safety, regardless of the reporting channel.We aim to enable remedy for anyone who has experienced a negative impact caused or contrib-uted to by Columbus. Through dialogue we seek to find the best solution for an issue and: 1) Make the impact stop, 2) implement preventive/mitigating measures to avoid recurrences, and 3) Provide access to remedy for the impacted stakeholders.The type of remedy will be adjusted to the severity and type of impact. Means of remedy will be considered in dialogue with the aggrieved party.Dialogue with People PartnerEach of our locations has a dedicated People Partner that employees of Columbus can engage with concerns and challenges.We promote an open, direct and honest dialogue, and we believe that most issues can be resolved before they evolve into potentially severe impacts.The dedicated People team is actively working on initiatives to improve the employee experience in Columbus, and sharing concerns and good ideas with People representatives, will enable a better understanding of the priorities of the employees, and enable initiatives that proactively prevent potential issues before they arise.Tell-Us MechanismOn 28th February 2025, we launched our Tell-Us mechanism, which is a tool to facilitate stakeholder engagement regarding sustainability matters for all stakeholders including employees and business relations.Our Tell-Us mechanism provides a structured tool for stakeholder engage-ment related to sustainability matters. Here stakeholders can view our latest impact assessment or report concerns and grievances regarding sustainability related matters.Grievances through this mechanism are not anonymous, as we aim to enable remedy for anyone who has experienced a negative impact.All received grievances are monitored by a small group of trusted grievance managers that are responsible for taking appropriate action when griev-ances are received. Grievances are categorised, archived and analysed as part of the following impact assess-ment.Whistleblower functionThis system covers areas such as finan-cial fraud, bribery, corruption, violation of competition laws, and any form of harassment. Employment-related concerns and customer complaints should be addressed through other channels unless they are exceptionally serious.Reports can be submitted anonymously via Columbus' whistleblower system, with links available on the global and local websites, as well as the intranet. The system ensures confidentiality and does not log IP addresses or machine IDs. Senders are encouraged to identify themselves to facilitate thorough inves-tigations and remediation.All concerns are received and investi-gated by the Chairman of the Board, with protocols in place for handling cases involving the Chairman. Acknowl-edgment of receipt is sent within 7 days of receiving a report, with follow-up information provided within 3 months if the report is not anonymous.Metrics & TargetsTargetsWe have not defined and set any official targets in relation to any of our material IROs, but contin-uously monitor relevant trends in our metrics and take action when we see indications of negative developments in relation to both working condi-tions and equal treatment.We regularly evaluate our initiatives and their impacts at appropriate management levels as part of our business conduct. Our established processes are anchored within the functions that have day-to-day responsibility for ensuring adher-ence to our policies.1,613employees in Columbus â with a 30/70 gender split (female/male) (average Headcount)â S1-6 Number of employees by genderESRS DR Gender Unit 2024S1 50 (a) Male Headcount 1,123S1 50 (a) Female Headcount 490S1 50 (a) Other Headcount 0S1 50 (a) Not reported Headcount 0 Total Headcount 1,613â S1-6 Number of employees by countryESRS DR Country Unit 2024S1 50 (a) Sweden Headcount 435S1 50 (a) Denmark Headcount 374S1 50 (a) India Headcount 250S1 50 (a) United Kingdom Headcount 216S1 50 (a) Norway Headcount 1801S1 50 (a) OtherHeadcount 158 Total Headcount 1,6131 Other includes countries where we have less than 50 employees, and less than 10% of the total employeesâ S1-6 Number of employees by contract type and by genderNot ESRS DR Contract type Unit Female Male Otherdisclosed TotalS1 50 (a) Number of employees Headcount 490 1,123 0 0 1,613S1 50 (b) Number of permanent employees Headcount 482 1,114 0 0 1,596S1 50 (b) Number of temporary employees Headcount 0 0 0 0 0S1 50 (b) Number of non-guaranteed hours employees Headcount 9 9 0 0 18S1 52 (a) Number of full-time employees Headcount 434 1,051 0 0 1,485S1 52 (b) Number of part-time employees Headcount 56 72 0 0 128â S1-6 Number of employees who left ColumbusESRS DR Leavers Unit 2024S1 50 (c) Number of leavers Headcount 338S1 50 (c) Employee turnover rate % 21%â S1-9 Gender distribution of employees in top managementESRS DR Gender distribution Unit 2024S1 66 (a) Males in top management Headcount 9.3S1 66 (a) Female in top management Headcount 2.3 Total in top management Headcount 11.6S1 66 (a) Male in top management % of total 81%S1 66 (a) Female in top management % of total 19%â S1-13 Training and skills developmentESRS DR Average training hours Unit 2024Average Training hours for S1 83 (b)males Hours 3.7Average Training hours for S1 83 (b)females Hours 4.1Total Hours 3.8â S1-7 Number of non-employees in own workforceESRS DR Number of non-employees Unit 2024S1 55 (b) Number of non-employees Headcount 225â S1-9 Distribution of employees by age groupESRS DR Age distribution Unit 2024S1 66 (b) Under 30 years old Headcount 210S1 66 (b) Between 30 and 50 years old Headcount 923S1 66 (b) Over 50 years old Headcount 481 Total Headcount 1,613Under 30 years old % of total 13%Between 30 and 50 years old % of total 57% Over 50 years old % of total 30%â S1-13 Participation in performance reviewsParticipation in ESRS DRPerformance Reviews Unit 2024S1 83 (b) Male participation rate % 71%S1 83 (b) Female participation rate % 70% Average % 71%â S1-11 Social protectionESRS DR Life event Unit 2024S1 74 (a) Sickness Protected YesS1 74 (b) Unemployment Protected YesS1 74 (c) Employment injury and Protected Yesacquired disabilityS1 74 (d) Parental leave Protected Yes1S1 74 (e) Retirement Protected Yes1 79 employees in USA and Chile are not protected in the event of retirementâ S1-15 Family-related leaveESRS DR Family-related leave Unit 2024S1 93 (a) % of male employees entitled % 100.0%to take family-related leaveS1 93 (a) % of female employees % 100.0%entitled to take family-related leaveS1 93 (b) % of entitled male employees % 8.9%that took family-related leaveS1 93 (b) % of entitled female % 10.8%employees that took family- related leaveâ S1-16 RemunerationESRS DR Remuneration Unit 2024S1 97 (a) Gender pay gap â total % 15.2%S1 97 (c) Gender pay gap for Business % 3.7%Consultants (Associate Level)S1 97 (c) Gender pay gap for Business % 8.1%Consultants (Consultant Level)S1 97 (c) Gender pay gap for Business % 0.2%Consultants (Senior Level)S1 97 (c) Gender pay gap for Business % -8.4%Consultants (Principal Level)S1 97 (c) Gender pay gap for Business % -14.8%Consultants (Director Level)S1 97 (b) Total Remuneration Ratio Ratio 1:13â S1-17 Incidents, complaints and severe human rights impactNo incidents or complaints have been reported in the reporting period.Accounting principles for S1 Own workforceHeadcount (employees)Headcount (employees) is defined as the number of individuals that have an employment contract with Columbus in a given period.Average headcountAverage headcount for the reporting period consti-tute the average headcount in each month of the reporting period.Gender distributionThe gender distribution is calculated by aggregating the average headcount for each defined gender.Gender distribution as % of totalGender distribution as % of total is calculated by dividing the average headcount for the specific gender group with the total average headcount.Geographic distributionThe geographic distribution is calculated by aggre-gating the average headcount in the specific geographical location, based on the country of their employment.Geographic distribution as % of totalThe geographic distribution as % of total is calculated by dividing the average headcount for the specific geographical location with the total average head-count.Age distributionThe age distribution is calculated by aggregating the average headcount that belongs to in the each defined age group, based on their date of birth.Age distribution as % of totalThe age distribution as % of total is calculated by dividing the average headcount for the specific Age Group with the total average headcount.Permanent employeesPermanent employees are defined as individuals with an employment contract that does not include a predetermined end date.Most of our employees fell under this category during the reporting period.Temporary employeesTemporary employees are defined as individuals with an employment contract that includes a predeter-mined end date.We did not have any temporary employees in the reporting period.Non-guaranteed hours employeesNon-guaranteed hours employees are defined as individuals with an employment contract, without a contractual assurance of a minimum or set number of working hours.This category typically includes facility managers and student workers in Columbus.Full-time employeesFull-time employees are defined as individuals with an employment contract, that have a full-time schedule in line with the defined full-time schedule in the country of employment. In the countries we operate a full-time schedule constitute between 36.5 to 40 work hours per week.Part-time employeesPart-time employees are defined as individuals with an employment contract, that have a reduced schedule compared to the defined full-time schedule in the country of employment.LeaversLeavers are defined as number of employee head-counts that has left the organisation during the reporting period.Employee turnover rateEmployee turnover rate is calculated by dividing the number of leavers in the reporting period with the average headcount in the reporting period.Non-employees in own workforceNon-employees in own workforce is freelancers and subcontractors that Columbus engage as delivery resources on a Columbus customer engagement. They do not have an employment contract with Columbus.Headcount (non-employees)Headcount (non-employees) is defined as the number of individuals that has been engaged on a Columbus customer engagement in a given period, without an employment contract with Columbus.Top managementTop management is defined as members of the Columbus Group Management team, and include the Executive Board, the Chief Operating Officer (COO), the Chief Marketing Officer (CMO), the Chief People Officer (CPO), the Chief Information Officer (CIO), our Business Line Executives and our Market Unit Execu-tives.Social protectionAn employee is considered to have social protection if they have access to healthcare and economic support in specific major life-events, either through a benefit provided by Columbus or through a public program in the country they reside.Total training hoursIn Columbus we provide training and educa-tion through courses on our e-learning platform Columbus Academy. Each course has a nominated expected duration.Total training hours is calculated by aggregating the nominated expected duration for all completed courses in the reporting period.Average training hoursAverage training hours is calculated by dividing the the total training hours in the reporting period with the average headcount in the reporting period.Performance reviewA performance review is defined as the official performance reviews that has been documented and completed in our HRIS system.Performance review participation ratePerformance review participation rate is calculated by dividing the aggregated number of employees with a documented performance review, with the average number of employee headcounts in the reporting period.Family-related leave entitlementEmployees that are entitled to family-related leave is defined as employees who have access to mater-nity leave, paternity leave, parental leave or carersâ leave through the employment terms defined in their employment contract or under national law in the country of employment.Total remunerationTotal remuneration is defined as the sum of base salary, variable incentive, commission, bonus, overtime compensation, car allowance and other allowances, employer paid pension contribution and employer paid social cost contribution in the reporting year.Working hoursWorking hours is the number of working hours defined in the employment contract of the employee. For Non-guaranteed hours employees the norm hours is calculated by aggregating the number of actual worked hours.Average gross hourly payThe average gross hourly pay is calculated by dividing the aggregated total remuneration for all employees, for the reporting period, with the aggregated working hours for all employees, for the reporting period.Average gender gross hourly payThe average gender gross hourly pay is calculated by dividing the aggregated Total Remuneration for all employees of the specific gender, for the reporting period, with the aggregated working hours for all employees of the specific gender, for the reporting period.Gender pay gapThe gender pay gap is calculated by dividing the difference between average gross hourly pay for female and male employees with the gross hourly pay for male employees.Total remuneration ratioThe total remuneration ratio is calculated by dividing the total remuneration of the highest paid employee with the median total remuneration for all employees, excluding the highest-paid employee.S4 End-users and consumersStrategySBM-2 Interests and views of stakeholders page 56SBM-3 Material impacts, risks and opportunities and their interaction with strategy page 90and business modelImpact, risk and opportunity management S4-1 Policies related to Consumers and end-users Page 90S4-2 Processes for engaging with consumers and end-users about impacts Page 91S4-3 Processes to remediate negative impacts and channels for consumers and Page 91end-users to raise concernsS4-4 Taking action on material impacts on consumers and end-users, and Page 91approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actionsMetrics and targetsS4-5 Targets related to managing material negative impacts, advancing positive Page 91impacts, and managing material risks and opportunitiesEnd-users and consumersIn an era where data is an invaluable asset, it is paramount that we uphold the highest standards of data ethics and security, ensuring that the data we manage is handled with the utmost integrity and protection.We recognise that with the increasing complexity of digital ecosystems, the responsibility to safe-guard sensitive information and maintain ethical standards in data management is more critical than ever.Our view on data ethics and security is grounded in transparency, accountability, and continuous improvement. Through rigorous data govern-ance frameworks, robust security protocols, and unwavering adherence to privacy regulations, we strive to foster trust and confidence among our customers and consumers.We believe that ethical data practices not only protect our customers but also drive innovation and enhance the value of our digital solutions. As we navigate the evolving landscape of technology, our dedication to data ethics and security remains steadfast, ensuring that we deliver secure, reli-able, and ethical digital solutions for a sustainable future.We are supporting our customers in establishing end-to-end digital solutions that include solu-tions for managing their internal processes, such as Cloud ERP systems, as well as solutions to engage and interact with their customers, such as E-Commerce platforms. Hence, the end-users and consumers of our solutions include both the employees and customers of our customers.Material impacts, risks and opportunitiesThrough the process described under the Double Materiality Assessment section â on page 59, we have identified the following material IROs:Security riskThere is a risk that malicious attacks and data/security incidents lead to breaches of confidenti-ality, integrity and availability of business informa-tion, and violation of privacy laws. These potential breaches constitute a negative impact on the right to privacy, for individuals whose information is stored in a solution that we have implemented.By nature, a data breach can have a large scope that impacts many individuals, and depending on the type of information leaked and whether Columbus has caused or contributed to the breach, the consequences could be breach of contract, penalties and damage to our reputation, all of which would constitute a material financial risk for Columbus.A data breach that includes loss of critical busi-ness insight for a customer could constitute a material financial risk for the customer and Columbus.PoliciesData Ethics PolicyColumbus is committed to managing data with integrity and adhering to high ethical standards. Our Data Ethics Policy emphasizes responsible and sustainable data usage, promoting trans-parency and compliance with both Danish and EU laws.We process both personal and non-personal data, primarily for delivering consultancy services and internal administrative purposes. Data is collected directly from customers, third-party sources, our websites, and purchased for marketing purposes in accordance with our policies and regulation.Key principles include:⢠Compliance with legal standards and ethical considerations⢠Security measures corresponding to data sensitivity⢠Data protection as a fundamental part of our business⢠No data selling or profit from third-party data usage⢠Employee training in data protectionWe have aligned our practices to the Informa-tion Security standard ISO/IEC 27001, which provides a framework for establishing, imple-menting, maintaining, and continually improving an information security management system (ISMS). This standard helps ensure confiden-tiality, integrity, and availability of information by applying a risk management process and gives confidence to stakeholders that risks are adequately managed.We do not use AI or algorithms for daily oper-ations but may do so for customer services, ensuring alignment with this policy and client expectations.Our commitment to transparency includes an annual review of the policy by the Board of Directors.Delivery methodologyOur delivery methodology âOn Targetâ is a stra-tegic approach designed to ensure that projects, goals, and objectives are executed efficiently and effectively. It encompasses a series of steps and protocols that guide an organisation through planning, execution, monitoring, and closure phases, all while maintaining a strong focus on security and risk mitigation.Security is a critical aspect of the âOn Targetâ methodology. The following security measures are integrated throughout the methodology:Risk assessments: Regular risk assessments are conducted to identify potential threats and vulnerabilities. These assessments help in devel-oping mitigation strategies to protect the organ-isation from security breaches.Data protection: Data security protocols are implemented to safeguard sensitive information. Access controls and data masking are used to prevent unauthorised access and ensure data integrity.Incident response plans: Comprehensive inci-dent response plans are in place to address security breaches. These plans outline the steps to be taken in the event of a breach, including containment, eradication, and recovery proce-dures.Security training: All team members are provided with security training to ensure they are aware of security best practices and proto-cols. This training helps in fostering a security- conscious culture within the organisation.Taking action on material impactsData Processor Agreement (DPA)A critical step in managing our risks is our Data Processor Agreements (DPA) which outlines the terms and conditions under which Columbus processes personal data on behalf of its customers.The agreements ensure that Columbus complies with the General Data Protection Regulation (GDPR) and other applicable data protection laws. This includes implementing appropriate technical and organisational measures to protect personal data.Columbus enters into DPAs with business relations we engage with as a data processor.Incident management procedureOur incident management procedure ensures timely and effective handling of incidents to minimise business impact and privacy impacts. Key elements include:Incident identification: Incidents detected through existing solutions deployed and by user reporting mechanisms where the required details are gathered for further analysis and investigation.Incident Categorisation and Prioritisation: Inci-dents are categorised and prioritised based on their impact and urgency to ensure appropriate response times.Major and Privacy Incidents: Special procedures for handling major incidents and privacy breaches to allocate necessary resources and ensure compliance.Investigation, Diagnosis, and Resolution: Incidents are investigated for the purpose of resolution with continuous updates to the incident record.Privacy incidentsWhen a privacy incident occurs, which involves a breach of personal data, the Breach Response and Notification Procedure is activated. This process ensures proper handling and notification of the breach, adhering to regulatory requirements.Depending on the severity of the breach, appro-priate notification measures are taken. This may include informing the affected individuals, relevant authorities, and stakeholders about the breach, providing them with necessary details and guid-ance on protective measures.Major incidentsWhen an incident is classified as a priority 1 due to its significant impact and urgency, the Major Incident Management Procedure is immediately invoked, and a dedicated Major Incident Manager (MIM) is appointed to oversee the resolution process and to ensure that all necessary resources are allocated efficiently to address the incident.Clear communication channels are established to keep the business, IT management, and any affected parties informed about the incident status where relevant. If necessary, a Service Continuity Plan is invoked, to ensure that critical business functions can continue despite the incident. This involves implementing temporary measures to maintain operations until the incident is fully resolved.Channels for reporting incidents and access for remedyColumbus provides a structured process for handling customer support requests through an ITSM platform. This platform is used to support our customers and allow users to log support requests, which are then managed and resolved by the relevant service teams. This process ensures that customer issues are addressed efficiently and effectively.The ITSM platform serves as the main channel to report data incidents. In addi-tion, incidents can be reported through the channels described âîon page 83, where our process for providing access to remedy is also explained.TargetsWe have not identified any material targets relevant to disclose. Our established processes are anchored within the func-tions that have day-to-day responsibility for ensuring adherence to our policies.G1 Business conductGovernanceGOV-1 The role of the administrative, supervisory and management bodies Page 49, 51Impact, risk and opportunity management IRO-1 Description of the processes to identify and assess material impacts, risks and Page 59opportunitiesG1-1 Business conduct policies and corporate culture Page 94G1-2 Management of relationships with suppliers Page 97 G1-3 Prevention and detection of corruption and bribery Page 96Metrics and targetsG1-4 Incidents of corruption or bribery Page 97G1-5 Political influence and lobbying activities omittedG1-6 Payment practices Page 97Business conductAt the heart of our companyâs operations lies a fundamental commitment to robust business conduct and fostering a corporate culture of integrity and respect. Our customers perceive us as trusted advisors, and we strive to uphold the highest standards of ethical behavior and integrity in all our dealings. This commitment is not merely a legal requirement but a cornerstone of our business model.Compliance with relevant legislation and inter-national guidelines on ethical business conduct is paramount. In the markets we operate in, this means adhering to stringent regulations around anti-corruption, environmental stewardship, and labour rights. These standards are critical not only for avoiding legal repercussions and protecting economic interests but also for maintaining an efficient and competent workforce. Our approach ensures that we can meet our objectives while safeguarding the rights and well-being of our employees.Business conduct policies and corporate cultureWe have adopted a number of policies, all of which have been approved by the Board of Directors, which aim to foster a corporate culture of responsible business conduct throughout our organisation.Anti-Bribery and Anti-Corruption Policy1Columbus maintains a strict Anti-Corruption Policy to ensure all business activities are conducted lawfully and ethically. This policy is applicable to all employees and associates, including subcontractors, and underlines our commitment to compliance with relevant laws and regulations.2Zero tolerance for briberyWe prohibit the offering, giving, soliciting, or receiving of bribes in any form, directly or indirectly.Business gifts and hospitality3Only modest business-related gifts and hospitality are allowed. Cash gifts, lavish or inappropriate gifts, and quid pro quo arrangements are explicitly forbidden.4Donations and sponsorshipsAll grants, donations, and sponsorships must be based on objective criteria, be transparent, and recorded. They must never serve as a means to gain an advantage.5Conflict of interestEmployees must avoid situations where personal interests could compromise their duties. Any potential conflicts must be reported immediately.Our Executive Management oversees the enforcement of this policy, which is designed to reinforce our commitment to ethical conduct and prevent any form of corruption or bribery within our operations.This policy not only aligns with our Code of Conduct but also aims to foster a transparent and fair business environment.We are dedicated to cultivating a corpo-rate culture that prioritises the protection of human rights and the prevention of corruption. This involves creating an environment where employees and stakeholders feel safe to report any unethical behavior without fear of retaliation. Whistleblower protection is an integral part of our governance framework, ensuring transparency and accountability at all levels.We recognise that responsible and transparent payment practices are essential. Adhering to thesepractices not only meets legal and ethical expec-tations but also strengthens our internal social strategy and enhances our commercial goals. By promoting fair and transparent dealings with all our partners, we build trust and reinforce our reputation in sustainable business practices.In conclusion, our commitment to exemplary business conduct and a strong corporate culture is unwavering. We believe that these principles are not only vital for compliance and operational efficiency but also for fostering a positive work environment and supporting our long-term sustainability goals.Tax PolicyColumbus has established a comprehensive Tax Policy that ensures compliance with local and international tax laws, as well as OECD guidelines, across all companies within the Columbus Group.Key principles include timely and accurate tax payments, transparent corporate structure, and avoidance of aggressive tax planning. Intercom-pany transactions follow the arm's length principle to ensure fair taxation.The Finance and Legal departments manage compliance and maintain open communication with tax authorities to ensure a cooperative rela-tionship and adherence to complex regulations.Whistleblower PolicyWe have established a comprehensive whistle-blower system to ensure that employees, former employees, customers, suppliers, business part-ners, shareholders, and other stakeholders can report any suspected unlawful activity or unethical misconduct.This system covers areas such as financial fraud, bribery, corruption, violation of competition laws, and any form of harassment. Employment-related concerns and customer complaints are addressed through other channels unless they are exception-ally serious.Reports can be submitted anonymously via Columbus' whistleblower system, with links avail-able on the global and local websites, as well as the intranet. The system ensures confidentiality and does not log IP addresses or machine IDs. Senders are encouraged to identify themselves to facilitate thorough investigations.All concerns are received and investigated by the Chairman of the Board, with protocols in place for handling cases involving the Chairman. Acknowl-edgment of receipt is sent within 7 days of receiving a report, with follow-up information provided within 3 months if the report is not anonymous.We guarantee protection against retaliation for those who report concerns in good faith and sanc-tions any misuse of the system for false reporting.Columbus Authorization and Risk Management Rules (CARMR)At Columbus, we have implemented the Columbus Authorization and Risk Management Rules (CARMR). These rules serve as the backbone of our corporate governance, ensuring clarity and consistency across our global operations.The CARMR framework delineates the author-ization levels and risk management protocols for our employees, providing a comprehensive role-based within the organisation. This includes without limitation the processes for entering into and terminating customer and supplier contracts, forming new partnerships, engaging subcontracts, assessing risks, and setting rules for purchasing and investing on behalf of Columbus. By adhering to CARMR, we empower our team members to make informed decisions that align with our corporate values and strategic objec-tives. This structured approach not only enhances operational efficiency but also reinforces our commitment to maintaining the highest standards of integrity, transparency, and accountability in all our business dealings.As we continue to expand our international foot-print, CARMR remains a vital tool in safeguarding our reputation and ensuring sustainable growth. It embodies our dedication to upholding a corpo-rate culture that is both inclusive and exemplary, setting the benchmark for excellence in the industry.is both inclusive and exemplary, setting the bench-mark for excellence in the industry.Prevention and detection of corruption and briberyTo ensure we prevent and detect any instances of corruption and bribery, we have implemented the following measures:Manager ApprovalAll costs must receive manage-rial approval in accordance with the Columbus Authorization and Risk Management Rules (CARMR).Finance ApprovalExpense controllers in the finance department must approve all costs, ensuring compliance with CARMR, other relevant policies and accounting principles.Segregation of DutiesWe enforce a segregation of duties to ensure no single individual has control over all aspects of any financial trans-action.Proactive Cost ControllingOur approach includes proac-tive measures to control costs and prevent any financial misconduct.Monthly Business ReviewsWe conduct monthly business reviews where we analyse costs, spending, and overall busi-ness performance to identify and address any irregularities promptly.Channels for Reporting Suspected MisconductWe have established various channels, including the whistle-blower system and Tell-us mechanism, for reporting suspected misconduct.These measures reflect our strong stance against corruption and bribery, ensuring that our operations remain ethical and trans-parent and aid in creating an environment of accountability and transparency throughout our organisation.Management of relationships with suppliersWe are committed to practicing fair behavior in our management of suppliers. Our procurement processes rely on a standard practice of adhering to the specific payment terms negotiated with each individual supplier. Columbus engages many small, independent subcontractors and freelancers. We recognise the increased vulnerability to late payments for this supplier group and we have implemented additional procedures to ensure that all necessary information is obtained for timely processing of payments for services delivered by this group.Through our Code of Conduct for Business Rela-tions, we set expectations with our tier 1 suppliers and other business relations, to demonstrate responsible business conduct by implementing the global minimum standards as defined by the UNGPs/OECD that we hold ourselves account-able to. This includes establishing a management system that at a minimum addresses actual and potential negative impacts on human rights, the environment and the economic area, through policy adoption and on-going due diligence processes.We expect our business relations to set the same expectations for their tier 1 business relations.MetricsG1-6 Standard payment practicesWe do not have defined standard payment terms for suppliers. Specific payment terms are negotiated with each individual supplier when we enter a contract.The most common supplier payment terms are ânet 14 daysâ, âNet 30 daysâ and âNet 60 daysâ, in which the payments must fall within 14, 30 or 60 days respectively, from the invoice date.â G1-6 Payment practicesMore than ESRS DR Agreed payment terms Unit 0-15 days 16-30 days30 days TotalNumber of Invoices processed Qty 4,145 8,080 1,476 13,701G1 33 (a) Average payment time Days 10 29 52 26G1 33 (b) Payments aligned with standard terms % 46% 75% 85% 68%â G1-4 & 6 Incidents of corruption or bribery & Late PaymentsESRS DR Agreed payment terms Unit 2024G1 24 (a) Number of convictions for violation of anti-corruption and anti-bribery laws Qty 0G1 24 (a) Amount of fines for violation of anti-corruption and anti-bribery laws DKK 0G1 24 (b) Breaches in procedures and standards of anti-corruption and anti-bribery Qty 0G1 33 (c) Legal proceedings related to late payments Qty 0Accounting principles for G1 Business conductPayment timePayment time is defined as the number of days between the invoice date and the payment date.Average payment timeAverage payment time is calculated as the unweighted average payment time for all invoices paid during the reporting period.Standard payment termStandard payment term is defined as the payment time in days that has been contractually agreed with the supplier.Payments aligned with standard payment termsA payment is considered aligned with standard payment terms if the payment is processed on or before the due date based on the standard payment terms agreed with the supplier.The % of payments aligned with the standard payment terms is calculated by dividing the number of invoices that is in line with the standard payment terms, with the total number of invoices paid in the reporting period.Datapoints in cross-cutting and topical standardsBenchmark EU Climate Disclosure SFDR Pillar 3 Regulation Law Material/ Requirement Paragraph DescriptionreferencereferencereferencereferenceImmaterial ReferenceESRS 2 GOV-1 21 (d) Board's gender diversity â â Material Page 51ESRS 2 GOV-1 21 (e) Percentage of board members who are independent â Material Page 51ESRS 2 GOV-4 30 Statement on due diligence â Material Page 52ESRS 2 SBM-1 40 (d) i Involvement in activities related to fossil fuel activities â â â ImmaterialESRS 2 SBM-1 40 (d) ii Involvement in activities related to chemical production â â ImmaterialESRS 2 SBM-1 40 (d) iii Involvement in activities related to controversial weapons â â ImmaterialESRS 2 SBM-1 40 (d) iv Involvement in activities related to cultivation and production of tobacco â ImmaterialEnvironmentESRS E1-1 14 Transition plan to reach climate neutrality by 2050 â Material Page 63ESRS E1-1 16 (g) Undertakings excluded from Paris-aligned Benchmarks â â MaterialESRS E1-4 34 GHG emission reduction targets â â â Material Page 63ESRS E1-5 38 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) â ImmaterialESRS E1-5 37 Energy consumption and mix â Material Page 65ESRS E1-5 40-43 Energy intensity associated with activities in high climate impact sectors â ImmaterialESRS E1-6 44 Gross Scope 1, 2, 3 and Total GHG emissions â â â Material Page 66ESRS E1-6 53-55 Gross GHG emissions intensity â â â Material Page 66ESRS E1-7 56 GHG removals and carbon credits â ImmaterialESRS E1-9 66 Exposure of the benchmark portfolio to climate-related physical risks â ImmaterialESRS E1-9 66 (a) Disaggregation of monetary amounts by acute and chronic physical risk â ImmaterialESRS E1-9 66 (c) Location of significant assets at material physical risk â ImmaterialESRS E1-9 67 (c) Breakdown of the carrying value of its real estate assets by energy-efficiency classes â ImmaterialESRS E1-9 69 Degree of exposure of the portfolio to climate-related opportunities â ImmaterialESRS E2-4 28 Amount of each pollutant listed in AnnexîII of the E-PRTR Regulation emitted to air, water and soil â ImmaterialBenchmark EU Climate Disclosure SFDR Pillar 3 Regulation Law Material/ Requirement Paragraph DescriptionreferencereferencereferencereferenceImmaterial ReferenceESRS E3-1 9 Water and marine resources â ImmaterialESRS E3-1 13 Dedicated policy â ImmaterialESRS E3-1 14 Sustainable oceans and seas â ImmaterialESRS E3-4 28 (c) Total water recycled and reused â ImmaterialESRS E3-4 29 Total water consumption in mî3îper net revenue on own operations â ImmaterialESRS 2- SBM 3 - E4 16 (a) i â ImmaterialESRS 2- SBM 3 - E4 16 (b) â ImmaterialESRS 2- SBM 3 - E4 16 (c) â ImmaterialESRS E4-2 24 (b) Sustainable land / agriculture practices or policies â ImmaterialESRS E4-2 24 (c) Sustainable oceans / seas practices or policies â ImmaterialESRS E4-2 24 (d) Policies to address deforestation â ImmaterialESRS E5-5 37 (d) Non-recycled waste â ImmaterialESRS E5-5 39 Hazardous waste and radioactive waste â ImmaterialSocialESRS 2- SBM3 - S1 14 (f) Risk of incidents of forced labour â ImmaterialESRS 2- SBM3 - S1 14 (g) Risk of incidents of child labour â ImmaterialESRS S1-1 20 Human rights policy commitments â Material Page 76ESRS S1-1 21 Due diligence policies on issues addressed by the fundamental International Labour Organisation â ImmaterialConventions 1 to 8ESRS S1-1 22 processes and measures for preventing trafficking in human beings â ImmaterialESRS S1-1 23 workplace accident prevention policy or management system â ImmaterialESRS S1-3 32 (c) grievance/complaints handling mechanisms â Material Page 83ESRS S1-14 88 (b), (c) Number of fatalities and number and rate of work-related accidents â â ImmaterialESRS S1-14 88 (e) Number of days lost to injuries, accidents, fatalities or illness â ImmaterialBenchmark EU Climate Disclosure SFDR Pillar 3 Regulation Law Material/ Requirement Paragraph DescriptionreferencereferencereferencereferenceImmaterial ReferenceESRS S1-16 97 (a) Unadjusted gender pay gap â â ImmaterialESRS S1-16 97 (b) Excessive CEO pay ratio â ImmaterialESRS S1-17 103 (a) Incidents of discrimination â ImmaterialESRS S1-17 104 (a) Non-respect of UNGPs on Business and Human Rights and OECD Guidelines â â ImmaterialESRS 2- SBM3 â S2 11 (b) Significant risk of child labour or forced labour in the value chain â ImmaterialESRS S2-1 17 Human rights policy commitments â ImmaterialESRS S2-1 18 Policies related to value chain workers â ImmaterialESRS S2-1 19 Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines â â ImmaterialESRS S2-1 19 Due diligence policies on issues addressed by the fundamental International Labour Organisation â ImmaterialConventions 1 to 8ESRS S2-4 36 Human rights issues and incidents connected to its upstream and downstream value chain â ImmaterialESRS S3-1 16 Human rights policy commitments â ImmaterialESRS S3-1 17 non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines â â ImmaterialESRS S3-4 36 Human rights issues and incidents â ImmaterialESRS S4-1 16 Policies related to consumers and end-users â Material Page 90ESRS S4-1 17 Non-respect of UNGPs on Business and Human Rights and OECD guidelines â â ImmaterialESRS S4-4 35 Human rights issues and incidents â ImmaterialGovernanceESRS G1-1 10 (b) United Nations Convention against Corruption â Material Page 94ESRS G1-1 10 (d) Protection of whistle-blowers â Material Page 95ESRS G1-4 24 (a) Fines for violation of anti-corruption and anti-bribery laws â â Material Page 97ESRS G1-4 24 (b) Standards of anti-corruption and anti-bribery â Material Page 97</mrv:SustainabilityReport>
<mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="f0__s9__7__12" xml:lang="en">EU TaxonomyThe EU Taxonomy is a regulatory framework introduced by the European Union as a tool to aid in the transition towards a greener and more sustainable economy.The EU Taxonomy addresses six environmental objectives:⢠Climate change mitigation⢠Climate change adaptation⢠Sustainable use and protection of water and marine resources⢠Transition to a circular economy⢠Pollution prevention and control⢠Protection and restoration of biodiversity and ecosystemsIn 2024, we continued working on our internal structures to make Taxonomy reporting more effi-cient and robust, and we have followed the devel-oping market practices and guidelines, including the EU Commissionâs FAQs.As a consultancy company supporting businesses with their digital transformation, we can enable our customers and society in their sustainability transition. Our primary business activities reside at the core of the EU Taxonomy in terms of eligible activities. Activities associated with the Informa-tion Technology and Communications sector are predominantly classified as enabling activities. Through optimisation, monitoring, complex calcu-lations, AI, and real time data, tech has the capa-bilities to streamline company infrastructure and business processes, resulting in optimised energy and resource use.Technology can aid customers in their efforts towards reducing carbon emissions and preserving natureâs resources by presenting accurate data in real-time enabling companies to only use the exact amount of power and resources needed to operate.Our EU Taxonomy reporting scope for 2024 includes:⢠Climate change mitigation⢠Climate change adaptation⢠Sustainable use and protection of water and marine resources⢠Transition to a circular economy⢠Pollution prevention and control⢠Protection and restoration of biodiversity and ecosystemsEligible activitiesSector Activity Eligibility AssessmentInformation and Computer program-We consult our customers on their communicationming, consultancy digital transformation, most of and related activitiesour services revenue fall into this category.Construction and Acquisition and We rent office space in all the real estate activitiesownership of build-countries we operate in, and as ingsrenting of buildings fall under this activity, it is relevant for Columbus.Transport Transport by motor-We provide company cars to some bikes, passenger employees.cars and light commercial vehicles1 All consumption of renewable energy stem from purchased or acquired electricity, heat, steam, and coolingProcesses to determine eligibility and alignmentDuring 2024, we continued to optimise our processes to determine, calculate, and report on the applicable areas of the EU Taxonomy.Assessing regulationsWe stay updated through newsletters and ongoing dialogue with external advisors to ensure that we adhere to developing regulations and market practices and learn from lessons relevant to our economic activities.Determining eligible activitiesWe perform an annual review of the economic activities defined in the Regulations against our company activities and related financial trans-actions to determine both the known matches, and those that could potentially be in scope of reporting when fully reviewed.In addition, subject matter experts in Columbus are consulted to identify potential eligible activi-ties that were not identified through the screening of financial transactions.Through this process we have identified three activities across three sectors.Assessment of alignment criteriaOur assessment of the alignment criteria for each activity includes a through review of the Substan-tial Contribution Criteria as well as the criteria for Do Not Significantly Harm. Upon of review we have concluded that none of our activities meet all the requirements for being reported as taxonomy- aligned.Minimum safeguardsColumbus has adopted the minimum safeguards that are built on four essential pillars: human rights, taxation, corruption, and fair competition. These pillars underscore the EUâs dedication to promoting responsible and sustainable economic practices.Human rightsOur accountability for respecting human rights and avoiding corruption extends throughout the value chain, as described in our sustainability due diligence process. We apply responsible business practices in relation to tax and competition laws as follows: TaxationWe adhere to our established tax risk manage-ment process outlined in our Tax Policy to ensure compliance with tax laws. â See page 95 for further information on our TaxîPolicy.CorruptionColumbus maintains a strict Anti-Corruption Policy to ensure all business activities are conducted lawfully and ethically. Our policy is operational-ised through our codes of conduct, and we have implemented procedures to prevent and detect corruption within our operations. â See page 94 for further information on our Anti-Corruption Policy.Fair competitionWe enable fair competition by implementing and promoting our Code of Conduct. Our Code stip-ulates that all board members and employees in Columbus comply with applicable laws and regu-lations and perform their duties by adhering to good business practices, our values, and ethical guidelines.Taxonomy table for nuclear and gas as referred to in Complimentary Climate Delegated ActIn 2024, we performed a screening of current customers to assess whether they are or could be active in the nuclear or fossil gas sectors. The screening included a structured review of all customers based on extracts from internal systems. More than 1,000 clients were reviewed, and we did not identify any customers involved in the defined activities.Energy type Yes NoNuclear energy-related activitiesThe undertaking carries out, funds or has exposures to research, development, demonstration and deploy-âment of innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle.The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear âinstallations 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.The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that âproduce 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 activitiesThe undertaking carries out, funds or has exposures to construction or operation of electricity generation âfacilities that produce electricity using fossil gaseous fuels.The undertaking carries out, funds or has exposures to construction, refurbishment, and operation of âcombined heat/cool and power generation facilities using fossil gaseous fuels.The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat âgeneration facilities that produce heat/cool using fossil gaseous fuels.EU Taxonomy â TurnoverSubstantial Contribution Criteria DNSH criteria ('Does Not Significantly Harm')Proportion of Taxonomy Climate Climate Biodiver-Climate Climate aligned (A.1.) Proportion Change Change sity and Change Change Minimum or -eligible Category Category of Turnover Mitiga-Adapta-Circular eco- Mitiga-Adapta-Circular Bio - Safe-(A.2.) turn-(enabling (transitional Economic Activities Turnover 2024 tion tion Water Pollution Economy systems tion tion Water Pollution Economy diversity guards over, 2023 activity) activity) (1)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16)(17)(18)(19)(20)mDKK % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E TA. Taxonomy-eligible activitiesA.1. Environmentally sustainable activities (Taxonomy-aligned)Y Y Y Y Y Y 0%Y Y Y Y Y Y 0%Y Y Y Y Y Y 0%Turnover of environmentally sustainable activities (Taxonomy-aligned) (A.1) 0.0 Y Y Y Y Y Y Y Y Y Y Y Y Y 0% 0% 0%A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)Computer programming, consultancy and related activities 1,589.5 96% N/EL N N/EL N/EL N/EL N/EL0.0 0%0.0 0%Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 1,589.5 96% 96%Total (A.1+A.2) 1,589.5 96% 96%B. Taxonomy-non-eligible activitiesTurnover of Taxonomy-non-eligible activities 66.4 4%Total (A+B) 1,659.4 100%TurnoverWe have not introduced any new material non-eligible activities to our services portfolio in 2024, and as a result our taxonomy-eligible revenue remained at a 96% share of the total revenue for 2024, and the taxonomy-aligned revenue remained at 0% of the total revenue for 2024.EU Taxonomy â CapExSubstantial Contribution Criteria DNSH criteria ('Does Not Significantly Harm')Proportion of Taxonomy Climate Climate Bio- Climate Climate aligned (A.1.) Proportion Change Change diversity Change Change Minimum or -eligible Category Category of CapEx Mitiga-Adapta-Circular and eco- Mitiga-Adapta-Circular Bio- Safe-(A.2.) turn-(enabling (transitional Economic Activities CapEx 2024 tion tion Water Pollution Economy systems tion tion Water Pollution Economy diversity guards over, 2023 activity) activity) (1)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16)(17)(18)(19)(20)mDKK % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E TA. Taxonomy-eligible activitiesA.1. CapEx of environmentally sustainable activities (Taxonomy-aligned)0.0 Y Y Y Y Y Y 0%0.0 Y Y Y Y Y Y 0%0.0 Y Y Y Y Y Y 0%CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) 0.0 Y Y Y Y Y Y Y Y Y Y Y Y Y 0% 0% 0%A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned)Acquisition and ownership of buildings 26.6 52% N N N/EL N/EL N/EL N/ELTransport by motorbikes, passenger cars and light commercial vehicles 2.7 5% N N N/EL N/EL N/EL N/ELCapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 29.3 57% 39%Total (A.1+A.2) 29.3 57% 39%B. Taxonomy-non-eligible activitiesCapex of Taxonomy-non-eligible activities 21.6 43%Total (A+B) 50.9 100%CapexTaxonomy-eligible Capex share of total Capex increased from 39% in 2023 to 57% in 2024. The increase primarily relates to the entering of new office leases in 2024 that have been capitalised as Right-of-Use assets in 2024. This is slightly offset by a decrease in new car leases in 2024. In line with 2023, we do not have any taxonomy-aligned Capex in 2024.EU Taxonomy â OpExSubstantial Contribution Criteria DNSH criteria ('Does Not Significantly Harm')Proportion of Taxonomy Climate Climate Bio- Climate Climate aligned (A.1.) Proportion Change Change diversity Change Change Minimum or -eligible Category Category of OpEx Mitiga-Adapta-Circular and eco- Mitiga-Adapta-Circular Bio- Safe-(A.2.) turn-(enabling (transitional Economic Activities OpEx 2024 tion tion Water Pollution Economy systems tion tion Water Pollution Economy diversity guards over, 2023 activity) activity) (1)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16)(17)(18)(19)(20)mDKK % Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N Y/N % E TA. Taxonomy-eligible activitiesA.1. Environmentally sustainable activities (Taxonomy-aligned)Y Y Y Y Y Y - Y Y Y Y Y Y - Y Y Y Y Y Y - OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) 0.00 Y Y Y Y Y Y Y Y Y Y Y Y Y - 0% 0%A.2 Taxonomy-Eligible but not environmentally sustainable activities (not Taxonomy-aligned activities)Acquisition and ownership of buildings 6.4 100% N N N/EL N/EL N/EL N/EL0%0%OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) 6.4 100% 0%Total (A.1+A.2) 6.4 100% 0%B. Taxonomy-non-eligible activitiesOpEx of Taxonomy-non-eligible activities 0.0 0%Total (A+B) 6.4 100%OpexIn 2024, we introduced Opex activities for the first time. Taxonomy-eligible Opex is 100% as all our costs that met the Opex definition relate to an eligible activity.Accounting principlesTaxonomy-eligible activitiesTaxonomy-eligible activities are an economic activity that match the description of an activity in the Climate Delegate Act issued by the European commission.Taxonomy-aligned activitiesTaxonomy-aligned activities are defined as a taxonomy- eligible activity that:⢠meet the âDoes Not Significantly Harmâ criteria for all six environmental objectives, and⢠meet the âSignificant contributionâ criteria for at least one of the six environmental objectives.Total TurnoverTotal Turnover is defined as recognised net revenue in the reporting period and aligned with the Net Revenue definition in the financial statement.Taxonomy-eligible turnoverTaxonomy-eligible turnover is defined as Turnover associated with a Taxonomy-eligible activity.Most of our turnover is associated with âComputer programming, consultancy and related activitiesâ which is a taxonomy-eligible activity.Taxonomy-aligned turnoverTaxonomy-aligned turnover is defined as turnover associated with a Taxonomy-aligned activity.Columbusâ does not have turnover that meet the criteria to be classified as Taxonomy-aligned.OpExOpEx include direct non-capitalised costs related to:⢠Maintenance and repair⢠Building renovation measures⢠Other direct expenditure related to the operation and servicing of assets of property, plant and equipment.As Columbus resports in accordance with IFRS 16, short-term leases are indcluded under CapEx as right-of-use assets.Taxonomy-eligible OpExTaxonomy-eligible OpEx is defined as OpEx associ-ated with a Taxonomy-eligible activity.In the reporting period we have had OpEx related to installation and maintenance, repair and renovation of our office facilities that is mapped to âAcquisition and ownership of buildingsâ which is a taxonomy-eligible activity.Taxonomy-aligned OpExTaxonomy-aligned OpEx is defined as OpEx associ-ated with a Taxonomy-aligned activity.Columbusâ does not have OpEx that meet the criteria to be classified as Taxonomy-aligned.CapExCapEx consists of additions of the following tangible and intangible asset categories:⢠Property, plant and equipment⢠Intangible assets⢠Right-of-use assets (IFRS 16)Taxonomy-eligible CapExTaxonomy-eligible CapEx is defined as CapEx associ-ated with a Taxonomy-eligible activity.In the reporting period we have had CapEx related to leasing of cars and leasing of office facilities that is classified as right-of-use assets in our financial statement and mapped to âTransport by motorbikes, passenger cars and light commercial vehiclesâ and âAcquisition and ownership of buildingsâ respectively. Both of which are Taxonomy-eligible activities.Taxonomy-aligned CapExTaxonomy-aligned CapEx is defined as CapEx associ-ated with a Taxonomy-aligned activity.Columbusâ does not have CapEx that meet the criteria to be classified as Taxonomy-aligned.</mrv:DescriptionofTheTaxonomyRegulation>
<sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f0__s9__7__168" xml:lang="en">Ballerup</sob:PlaceOfSignatureOfStatement>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-28" id="f0__s9__7__170" xml:lang="en">Søren Krogh Knudsen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-28" id="f0__s9__7__171" xml:lang="en">CEO & President</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-29" id="f0__s9__7__172" xml:lang="en">Brian Iversen</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
<cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-29" id="f0__s9__7__173" xml:lang="en">Group CFO</cmn:TitleOfMemberOfExecutiveBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-30" id="f0__s9__7__174" xml:lang="en">Ib Kunøe</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-30" id="f0__s9__7__175" xml:lang="en">Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-31" id="f0__s9__7__176" xml:lang="en">Sven Madsen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-31" id="f0__s9__7__177" xml:lang="en">Deputy Chairman</cmn:TitleOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-32" id="f0__s9__7__178" xml:lang="en">Peter Skov Hansen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-33" id="f0__s9__7__179" xml:lang="en">Karina Kirk Ringsted</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-34" id="f0__s9__7__180" xml:lang="en">Per Ove Kogut</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
<sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f0__s9__7__167" xml:lang="en">The Board of Directors and Executive Board have today consid-ered and adopted the Annual Report of Columbus A/S for the financial year 1 January â 31 December 2024. The Consolidated Financial Statements and the Parent Com-pany Financial Statements have been prepared in accordance with IFRS Accounting Standards as adopted by the EU and fur-ther requirements in the Danish Financial Statements Act. Man-agement Review has been prepared in accordance with the Danish Financial Statements Act. In our opinion, the Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the financial position at 31 December 2024 of the Group and the Parent Company and of the results of the Group and Parent Company operations and cash flows for 2024. In our opinion, Management Review includes a fair review of the development in the operations and financial circumstances of the Group and the Parent Company, of the results for the year and of the financial position of the Group and the Parent Com-pany as well as a description of the most significant risks and el-ements of uncertainty, which the Group and the Parent Com-pany are facing. Additionally, the sustainability statement, which is part of Man-agement Review, has been prepared, in all material respects, in accordance with paragraph 99 a of the Danish Financial State-ments Act. This includes compliance with the European Sus-tainability Reporting Standards (ESRS) including that the pro-cess undertaken by Management to identify the reported infor-mation (the âProcessâ) is in accordance with the description set out in the section titled the âDouble Materiality Assessmentâ. Furthermore, disclosures within the subsection titled âEU taxon-omyâ of the sustainability statement are, in all material respects, in accordance with Article 8 of EU Regulation 2020/852 (the âTaxonomy Regulationâ). The year 2024 marks the initial implementation of paragraph 99a of the Danish Financial Statements Act concerning compli-ance with ESRS. As such, more clear guidance and practice are anticipated in various areas, which are expected to be issued in the coming years. Furthermore, the sustainability statement in-cludes forward-looking statements based on disclosed as-sumptions about events that may occur in the future and possi-ble future actions by the Group. Actual outcomes are likely to be different since anticipated events frequently do not occur as expected. In our opinion, the annual report of Columbus A/S for the finan-cial year 1 January to 31 December 2024 with the file name COLUMBUS-2024-12-31-en.zip is prepared, in all material re-spects, in compliance with the ESEF Regulation. We recommend that the Annual Report be adopted at the An-nual General Meeting</sob:StatementByExecutiveAndSupervisoryBoards>
<arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s9__7__184" xml:lang="en">Our opinion In our opinion, the Consolidated Financial Statements and the Parent Company Financial Statements give a true and fair view of the Groupâs and the Parent Companyâs financial position at 31 December 2024 and of the results of the Groupâs and the Parent Companyâs operations and cash flows for the financial year 1 January to 31 December 2024 in accordance with IFRS Accounting Standards as adopted by the EU and further re-quirements in the Danish Financial Statements Act. Our opinion is consistent with our Auditorâs Long-form Report to the Audit Committee and the Board of Directors. What we have audited The Consolidated Financial Statements and Parent Company Financial Statements of Columbus A/S for the financial year 1 January to 31 December 2024 comprise income statement and statement of comprehensive income, balance sheet, statement of changes in equity, cash flow statement and notes, including material accounting policy information for the Group as well as for the Parent Company. Collectively referred to as the âFinan-cial Statementsâ.</arr:OpinionOnAuditedFinancialStatements>
<arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="f0__s9__7__185" xml:lang="en">Basis for opinion We conducted our audit in accordance with International We conducted our audit in accordance with International Stand-ards on Auditing (ISAs) and the additional requirements appli-cable in Denmark. Our responsibilities under those standards and requirements are further described in the Auditorâs respon-sibilities for the audit of the Financial Statements section of our report. We believe that the audit evidence we have obtained is suffi-cient and appropriate to provide a basis for our opinion. Independence We are independent of the Group in accordance with the Inter-national Ethics Standards Board for Accountantsâ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accord-ance with these requirements and the IESBA Code. To the best of our knowledge and belief, prohibited non-audit services referred to in Article 5(1) of Regulation (EU) No 537/2014 were not provided. Appointment We were first appointed auditors of Columbus A/S on 29 April 2022 for the financial year 2022. We have been reappointed annually by shareholder resolution for a total period of uninter-rupted engagement of 3 years including the financial year 2024.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
<arr:KeyAuditMattersAudit contextRef="ctx-1" id="f0__s9__7__186" xml:lang="en">Key audit matters Key audit matters are those matters that, in our professional judgement, were of most significance in our audit of the Finan-cial Statements for 2024. These matters were addressed in the context of our audit of the Financial Statements as a whole, and in forming our opinion thereon, and we do not provide a sepa-rate opinion on these matters. Key audit matter Valuation of goodwill The carrying amount of goodwill is significant to the Financial Statements.Management monitors the carrying value of goodwill based on defined CGUâs and performs impairment tests annually. Managementâs assessment of the recoverability of the carrying amount of goodwill is based on value-in-use calculations, in-cluding determination of the significant assumptions and data applied. The significant assumptions in estimating the future cash flows in the value-in-use calculations are revenue growth, EBIT mar-gin, future investments and the discount rate. The impairments performed did not lead to impairments in the Financial Statements. We focused on this area as the amounts involved are significantand because Management is required to exercise considerable estimates and judgements in estimating the value-in-use. Reference is made to note 10 in the Consolidated Financial Statements. How our audit addressed the key audit matter We discussed with Management the methodology when per-forming the annual impairment assessment on the carrying amount of goodwill. In addressing the risk, we considered the appropriateness of Management defined CGUs. We examined the methodology used by Management to assess the carrying amount of goodwill assigned to CGUs. We assessed the reasonableness of significant assumptions used in the impairment tests. Further we challenged Manage-mentâs estimate of future cash flows and challenged whether these were appropriate in light of the significant assumptions being revenue growth, EBIT margin, future investments and the discount rate. We used our internal valuation experts to independently calcu-late the discount rate and the mathematical accuracy of the value-in-use models prepared by Management. In calculating the discount rate, the key inputs used were independently sourced from market data. We compared the discount rate used by Management to our calculated rate. Finally, we assessed the disclosure of these matters in the Con-solidated Financial Statements.</arr:KeyAuditMattersAudit>
<arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s9__7__183" xml:lang="en">To the shareholders of Columbus A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s9__7__187" xml:lang="en">Statement on Managementâs Review Management is responsible for Managementâs Review. Our opinion on the Financial Statements does not cover Man-agementâs Review, and we do not as part of the audit express any form of assurance conclusion thereon. In connection with our audit of the Financial Statements, our responsibility is to read Managementâs Review and, in doing so, consider whether Managementâs Review is materially incon-sistent with the Financial Statements, or our knowledge ob-tained in the audit, or otherwise appears to be materially mis-stated. Moreover, we considered whether Managementâs Review in-cludes the disclosures required by the Danish Financial State-ments Act. This does not include the requirements in paragraph 99 related to the sustainability statement covered by the sepa-rate auditorâs limited assurance report hereon. Based on the work we have performed, in our view, Manage-mentâs Review is in accordance with the Consolidated Financial Statements and the Parent Company Financial Statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act, except for the requirements in paragraph 99 a related to the sustainability statement, cf. above. We did not identify any material misstatement in Man-agementâs Review. </arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
<arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f0__s9__7__188" xml:lang="en">Managementâs responsibilities for the Financial Statements Management is responsible for the preparation of consolidated financial statements and parent company financial statements that give a true and fair view in accordance with IFRS Account-ing Standards as adopted by the EU and further requirements in the Danish Financial Statements Act, and for such internal control as Management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the Financial Statements, Management is responsi-ble for assessing the Groupâs and the Parent Companyâs ability to continue as a going concern, disclosing, as applicable, mat-ters related to going concern and using the going concern ba-sis of accounting unless Management either intends to liqui-date the Group or the Parent Company or to cease operations, or has no realistic alternative but to do so. </arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
<arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="f0__s9__7__189" xml:lang="en">Auditorâs responsibilities for the audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the Financial Statements as a whole are free from ma-terial misstatement, whether due to fraud or error, and to issue an auditorâs report that includes our opinion. Reasonable assur-ance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs and the additional re-quirements 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 Fi-nancial Statements. As part of an audit in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit. We also: ⢠Identify and assess the risks of material misstatement of the Financial Statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, for-gery, intentional omissions, misrepresentations, or the over-ride of internal control. ⢠Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropri-ate in the circumstances, but not for the purpose of express-ing an opinion on the effectiveness of the Groupâs and the Parent Companyâs internal control. ⢠Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management. ⢠Conclude on the appropriateness of Managementâs use of the going concern basis of accounting and based on the au-dit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Groupâs and the Parent Companyâs ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditorâs report to the related disclosures in the Financial Statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evi-dence obtained up to the date of our auditorâs report. How-ever, future events or conditions may cause the Group or the Parent Company to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the Financial Statements, including the disclosures, and whether the Financial Statements represent the underlying transactions and events in a manner that gives a true and fair view. ⢠Obtain sufficient appropriate audit evidence regarding the Plan and perform the group audit to obtain sufficient appropri-ate audit evidence regarding the financial information of the entities or business units within the group as a basis for form-ing an opinion on the Consolidated Financial Statements. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We re-main solely responsible for our audit opinion.We communi-cate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficien-cies in internal control that we identify during our audit. We communicate with those charged with governance regard-ing, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant de-ficiencies in internal control that we identify during our audit. We also provide those charged with governance with a state-ment that we have complied with relevant ethical requirements regarding independence, and to communicate with them all re-lationships and other matters that may reasonably be thought to bear on our independence and, where applicable, actions taken to eliminate threats or safeguards applied. From the matters communicated with those charged with gov-ernance, we determine those matters that were of most signifi-cance in the audit of the Financial Statements of the current period and are therefore the key audit matters. We describe these matters in our auditorâs report unless law or regulation precludes public disclosure about the matter. </arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
<arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="f0__s9__7__190" xml:lang="en">Report on compliance with the ESEF Regulation As part of our audit of the Financial Statements we performed procedures to express an opinion on whether the annual report of Columbus A/S for the financial year 1 January to 31 Decem-ber 2024 with the filename COLUMBUS-2024-12-31-en.zip is prepared, in all material respects, in compliance with the Com-mission Delegated Regulation (EU) 2019/815 on the European Single Electronic Format (ESEF Regulation) which includes re-quirements 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, in-cluding extensions to the ESEF taxonomy and the anchoring thereof to elements in the taxonomy, for all financial infor-mation required to be tagged using judgement where neces-sary; ⢠Ensuring consistency between iXBRL tagged data and the Consolidated Financial Statements presented in human-readable format; and ⢠For such internal control as Management determines neces-sary to enable the preparation of an annual report that is compliant with the ESEF Regulation. Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material respects, in compli-ance with the ESEF Regulation based on the evidence we have obtained, and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the auditorâs judgement, including the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include: ⢠Testing whether the annual report is prepared in XHTML for-mat; ⢠Obtaining an understanding of the companyâs iXBRL tagging process and of internal control over the tagging process; ⢠Evaluating the completeness of the iXBRL tagging of the Consolidated Financial Statements including notes; ⢠Evaluating the appropriateness of the companyâs use of iXBRL elements selected from the ESEF taxonomy and the creation of extension elements where no suitable element in the ESEF taxonomy has been identified; ⢠Evaluating the use of anchoring of extension elements to el-ements in the ESEF taxonomy; and ⢠Reconciling the iXBRL tagged data with the audited Consoli-dated Financial Statements. In our opinion, the annual report of Columbus A/S for the finan-cial year 1 January to 31 December 2024 with the file name COLUMBUS-2024-12-31-en.zip is prepared, in all material re-spects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
<arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="f0__s9__7__191" xml:lang="en">Hellerup</arr:SignatureOfAuditorsPlace>
<cmn:NameOfAuditFirm contextRef="ctx-36" id="f0__s9__7__194" xml:lang="en">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:NameOfAuditFirm contextRef="ctx-35" id="f0__s9__7__193" xml:lang="en">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-35" id="f0__s9__7__195">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-36" id="f0__s9__7__196">33771231</cmn:IdentificationNumberCvrOfAuditFirm>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-35" id="f0__s9__7__197" xml:lang="en">Jacob F Christiansen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-35" id="f0__s9__7__198" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-35" id="f0__s9__7__199">mne18628</cmn:IdentificationNumberOfAuditor>
<cmn:NameAndSurnameOfAuditor contextRef="ctx-36" id="f0__s9__7__200" xml:lang="en">Kristian Højgaard Carlsen</cmn:NameAndSurnameOfAuditor>
<cmn:DescriptionOfAuditor contextRef="ctx-36" id="f0__s9__7__201" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
<cmn:IdentificationNumberOfAuditor contextRef="ctx-36" id="f0__s9__7__202">mne44112</cmn:IdentificationNumberOfAuditor>
<arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport contextRef="ctx-1" id="f0__s9__7__206" xml:lang="en">Limited assurance conclusion We have conducted a limited assurance engagement on the sustainability statement of Columbus A/S (the âGroupâ) in-cluded in the Management review (the âSustainability State-mentâ), page 45 â 102, for the financial year 1 January â 31 De-cember 2024.</arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport>
<arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport contextRef="ctx-1" id="f0__s9__7__207" xml:lang="en">Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Danish Financial Statements Act paragraph 99 a, including: ⢠compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the âProcessâ) is in accordance with the description set out in the section titled âDouble Ma-teriality Assessmentâ ; and ⢠compliance of the disclosures in the section titled âEU taxon-omyâ in the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the âTaxonomy Regulationâ).</arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport>
<arr:StatementOfAuditorsResponsibilitySubstainabilityReport contextRef="ctx-1" id="f0__s9__7__208" xml:lang="en">Auditorâs responsibilities for the assurance engagement Our responsibility is to plan and perform the assurance engage-ment to obtain limited assurance about whether the Sustaina-bility Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability State-ment as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include: ⢠Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; ⢠Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and ⢠Designing and performing procedures to evaluate whether the Process is consistent with the Groupâs description of its Process, as disclosed in the section titled âDouble Materiality Assessmentâ. Our other responsibilities in respect of the Sustainability State-ment include: ⢠Identifying where material misstatements are likely to arise, whether due to fraud or error; and ⢠Designing and performing procedures responsive to disclo-sures in the Sustainability Statement where material mis-statements are likely to arise. The risk of not detecting a ma-terial misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, for-gery, intentional omissions, misrepresentations, or the over-ride of internal control.</arr:StatementOfAuditorsResponsibilitySubstainabilityReport>
<arr:AuditorsReportOnSubstainabilityReport contextRef="ctx-1" id="f0__s9__7__204" xml:lang="en">Independent auditorâs limited assurance report on the Sustainability Statement To the stakeholders of Columbus A/S Limited assurance conclusion We have conducted a limited assurance engagement on the sustainability statement of Columbus A/S (the âGroupâ) in-cluded in the Management review (the âSustainability State-mentâ), page 45 â 102, for the financial year 1 January â 31 De-cember 2024. Based on the procedures we have performed and the evidence we have obtained, nothing has come to our attention that causes us to believe that the Sustainability Statement is not prepared, in all material respects, in accordance with the Danish Financial Statements Act paragraph 99 a, including: ⢠compliance with the European Sustainability Reporting Standards (ESRS), including that the process carried out by the management to identify the information reported in the Sustainability Statement (the âProcessâ) is in accordance with the description set out in the section titled âDouble Ma-teriality Assessmentâ ; and ⢠compliance of the disclosures in the section titled âEU taxon-omyâ in the Sustainability Statement with Article 8 of EU Regulation 2020/852 (the âTaxonomy Regulationâ). Basis for conclusion We conducted our limited assurance engagement in accord-ance with International Standard on Assurance Engagements (ISAE) 3000 (Revised), Assurance engagements other than au-dits or reviews of historical financial information (âISAE 3000 (Revised)â) and the additional requirements applicable in Den-mark. The procedures in a limited assurance engagement vary in na-ture and timing from, and are less in extent than for, a reasonable assurance engagement. Consequently, the level of assurance obtained in a limited assurance engagement is sub-stantially lower than the assurance that would have been ob-tained had a reasonable assurance engagement been per-formed. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Our responsi-bilities under this standard are further described in the Audi-torâs responsibilities for the assurance engagement section of our report. Our independence and quality management We are independent of the Group in accordance with the Inter-national Ethics Standards Board for Accountantsâ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accord-ance with these requirements and the IESBA Code. Our firm applies International Standard on Quality Management 1, which requires the firm to design, implement and operate a system of quality management including policies or procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements. Managementâs responsibilities for the Sustainability Statement Management is responsible for designing and implementing a process to identify the information reported in the Sustainabil-ity Statement in accordance with the ESRS and for disclosing this Process as included in the section titled âDouble Materiality Assessmentâ of the Sustainability Statement. This responsibility includes: ⢠understanding the context in which the Groupâs activities and business relationships take place and developing an un-derstanding of its affected stakeholders; ⢠the identification of the actual and potential impacts (both negative and positive) related to sustainability matters, as well as risks and opportunities that affect, or could reasona-bly be expected to affect, the Groupâs financial position, fi-nancial performance, cash flows, access to finance or cost of capital over the short-, medium-, or long-term; ⢠the assessment of the materiality of the identified impacts, risks and opportunities related to sustainability matters by selecting and applying appropriate thresholds; and ⢠making assumptions that are reasonable in the circum-stances. Management is further responsible for the preparation of the Sustainability Statement, which includes the information identi-fied by the Process, in accordance with the Danish Financial Statements Act paragraph 99 a, including: ⢠compliance with the ESRS; ⢠preparing the disclosures as included in the section titled âEU taxonomyâ in the Sustainability Statement, in compli-ance with Article 8 of the Taxonomy Regulation; ⢠designing, implementing and maintaining such internal con-trol that management determines is necessary to enable the preparation of the Sustainability Statement that is free from material misstatement, whether due to fraud or error; and ⢠the selection and application of appropriate sustainability re-porting methods and making assumptions and estimates that are reasonable in the circumstances. Inherent limitations in preparing the Sustainability Statement In reporting forward-looking information in accordance with ESRS, management is required to prepare the forward-looking information on the basis of disclosed assumptions about events that may occur in the future and possible future actions by the Group. Actual outcomes are likely to be different since antici-pated events frequently do not occur as expected. Auditorâs responsibilities for the assurance engagement Our responsibility is to plan and perform the assurance engage-ment to obtain limited assurance about whether the Sustaina-bility Statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence decisions of users taken on the basis of the Sustainability State-ment as a whole. As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement. Our responsibilities in respect of the Process include: ⢠Obtaining an understanding of the Process, but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; ⢠Considering whether the information identified addresses the applicable disclosure requirements of the ESRS; and ⢠Designing and performing procedures to evaluate whether the Process is consistent with the Groupâs description of its Process, as disclosed in the section titled âDouble Materiality Assessmentâ. Our other responsibilities in respect of the Sustainability State-ment include: ⢠Identifying where material misstatements are likely to arise, whether due to fraud or error; and ⢠Designing and performing procedures responsive to disclo-sures in the Sustainability Statement where material mis-statements are likely to arise. The risk of not detecting a ma-terial misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, for-gery, intentional omissions, misrepresentations, or the over-ride of internal control. Summary of the work performed A limited assurance engagement involves performing proce-dures to obtain evidence about the Sustainability Statement. The nature, timing and extent of procedures selected depend on professional judgement, including the identification of dis-closures where material misstatements are likely to arise, whether due to fraud or error, in the Sustainability Statement. In conducting our limited assurance engagement, with respect to the Process, we: ⢠Obtained an understanding of the Process by performing in-quiries to understand the sources of the information used by management; and reviewing the Groupâs internal documen-tation of its Process; and ⢠Evaluated whether the evidence obtained from our proce-dures about the Process implemented by the Group was consistent with the description of the Process set out in the section titled âDouble Materiality Assessmentâ. In conducting our limited assurance engagement, with respect to the Sustainability Statement, we: ⢠Obtained an understanding of the Groupâs reporting pro-cesses relevant to the preparation of its Sustainability State-ment including the consolidation processes by obtaining an understanding of the Groupâs control environment, pro-cesses and information systems relevant to the preparation of the Sustainability Statement but not evaluating the design of particular control activities, obtaining evidence about their implementation or testing their operating effective-ness; ⢠Evaluated whether the information identified by the Process is included in the Sustainability Statement; ⢠Evaluated whether the structure and the presentation of the Sustainability Statement are in accordance with the ESRS; ⢠Performed inquiries of relevant personnel and analytical pro-cedures on selected information in the Sustainability State-ment ⢠Performed substantive assurance procedures on selected in-formation in the Sustainability Statement; ⢠Where applicable, compared disclosures in the Sustainability Statement with the corresponding disclosures in the finan-cial statements and Managementâs review; ⢠Evaluated the methods, assumptions and data for develop-ing estimates and forward-looking information; and ⢠Obtained an understanding of the Groupâs process to iden-tify taxonomy-eligible and taxonomy-aligned economic ac-tivities and the corresponding disclosures in the Sustainabil-ity Statement.</arr:AuditorsReportOnSubstainabilityReport>
<arr:AddresseeOfAuditorsReportOnSubstainabilityReports contextRef="ctx-1" id="f0__s9__7__205" xml:lang="en">To the stakeholders of Columbus A/S </arr:AddresseeOfAuditorsReportOnSubstainabilityReports>
<arr:SignatureOfSubstainabilityAuditorsPlace contextRef="ctx-1" id="f0__s9__7__211" xml:lang="en">Hellerup</arr:SignatureOfSubstainabilityAuditorsPlace>
<cmn:NameOfAuditFirmSubstainability contextRef="ctx-38" id="f0__s9__7__214" xml:lang="en">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
<cmn:NameOfAuditFirmSubstainability contextRef="ctx-37" id="f0__s9__7__213" xml:lang="en">PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
<cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx-37" id="f0__s9__7__215">33771231</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
<cmn:IdentificationNumberCvrOfAuditFirmSubstainability contextRef="ctx-38" id="f0__s9__7__216">33771231</cmn:IdentificationNumberCvrOfAuditFirmSubstainability>
<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-37" id="f0__s9__7__217" xml:lang="en">Jacob F Christiansen</cmn:NameAndSurnameOfSubstainabilityAuditor>
<cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-37" id="f0__s9__7__218" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfSubstainabilityAuditor>
<cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-37" id="f0__s9__7__219">mne18628</cmn:fIdentificationNumberOfSubstainabilityAuditor>
<cmn:NameAndSurnameOfSubstainabilityAuditor contextRef="ctx-38" id="f0__s9__7__220" xml:lang="en">Kristian Højgaard Carlsen</cmn:NameAndSurnameOfSubstainabilityAuditor>
<cmn:DescriptionOfSubstainabilityAuditor contextRef="ctx-38" id="f0__s9__7__221" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfSubstainabilityAuditor>
<cmn:fIdentificationNumberOfSubstainabilityAuditor contextRef="ctx-38" id="f0__s9__7__222">mne44112</cmn:fIdentificationNumberOfSubstainabilityAuditor>
<gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="f0__s9__7__236" xml:lang="en">Columbus</gsd:NameOfSubmittingEnterprise>
<gsd:NameOfReportingEntity contextRef="ctx-1" id="f0__s9__7__230" xml:lang="en">Columbus</gsd:NameOfReportingEntity>
<gsd:AddressOfSubmittingEnterpriseStreetAndNumber contextRef="ctx-1" id="f0__s9__7__237" xml:lang="en">Lautrupvang 6</gsd:AddressOfSubmittingEnterpriseStreetAndNumber>
<gsd:AddressOfReportingEntityStreetName contextRef="ctx-1" id="f0__s9__7__231" xml:lang="en">Lautrupvang</gsd:AddressOfReportingEntityStreetName>
<gsd:AddressOfReportingEntityStreetBuildingIdentifier contextRef="ctx-1" id="f0__s9__7__232" xml:lang="en">6</gsd:AddressOfReportingEntityStreetBuildingIdentifier>
<gsd:AddressOfSubmittingEnterprisePostcodeAndTown contextRef="ctx-1" id="f0__s9__7__238" xml:lang="en">2750 Ballerup</gsd:AddressOfSubmittingEnterprisePostcodeAndTown>
<gsd:AddressOfReportingEntityPostCodeIdentifier contextRef="ctx-1" id="f0__s9__7__233" xml:lang="en">2750</gsd:AddressOfReportingEntityPostCodeIdentifier>
<gsd:AddressOfReportingEntityDistrictName contextRef="ctx-1" id="f0__s9__7__234" xml:lang="en">Ballerup</gsd:AddressOfReportingEntityDistrictName>
<gsd:IdentificationNumberCvrOfReportingEntity contextRef="ctx-1" id="f0__s9__7__235">13228345</gsd:IdentificationNumberCvrOfReportingEntity>
<gsd:IdentificationNumberCvrOfSubmittingEnterprise contextRef="ctx-1" id="f0__s9__7__239">13228345</gsd:IdentificationNumberCvrOfSubmittingEnterprise>
<gsd:InformationOnTypeOfSubmittedReport contextRef="ctx-1" id="f0__s1__72__15">Annual report</gsd:InformationOnTypeOfSubmittedReport>
<cmn:TypeOfAuditorAssistance contextRef="ctx-1" id="f0__s1__72__16">Auditor's report on audited financial statements</cmn:TypeOfAuditorAssistance>
<gsd:ToolForPreparingTheXBRLInstanceDocument contextRef="ctx-1" id="f0__s1__72__17" xml:lang="en">ParsePort XBRL Converter</gsd:ToolForPreparingTheXBRLInstanceDocument>
<gsd:ReportingPeriodStartDate contextRef="ctx-1" id="f0__s1__72__20">2024-01-01</gsd:ReportingPeriodStartDate>
<gsd:ReportingPeriodEndDate contextRef="ctx-1" id="f0__s1__72__21">2024-12-31</gsd:ReportingPeriodEndDate>
<gsd:PrecedingReportingPeriodStartDate contextRef="ctx-1" id="f0__s1__72__22">2023-01-01</gsd:PrecedingReportingPeriodStartDate>
<gsd:PredingReportingPeriodEndDate contextRef="ctx-1" id="f0__s1__72__23">2023-12-31</gsd:PredingReportingPeriodEndDate>
<gsd:LegalEntityIdentifierOfReportingEntity contextRef="ctx-1" id="f0__s1__72__42">213800WP2W676G7HLJ94</gsd:LegalEntityIdentifierOfReportingEntity>
<fsa:ClassOfReportingEntity contextRef="ctx-1" id="f0__s1__72__43">Reporting class D</fsa:ClassOfReportingEntity>
<arr:TypeOfModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s1__72__47">Opinion</arr:TypeOfModifiedOpinionOnAuditedFinancialStatements>
<arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f0__s1__72__48">Basis for Opinion</arr:TypeOfBasisForModifiedOpinionOnAuditedFinancialStatements>
<sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f0__s9__7__169">2025-03-13</sob:DateOfApprovalOfAnnualReport>
<arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f0__s9__7__192">2025-03-13</arr:SignatureOfAuditorsDate>
<arr:SignatureOfSubstainabilityAuditorsDate contextRef="ctx-1" id="f0__s9__7__212">2025-03-13</arr:SignatureOfSubstainabilityAuditorsDate>
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