Assets

Type	Time	Amount	Unit
ifrs-full:Assets	2025-05-31	2340000000	dkk
ifrs-full:Assets	2024-05-31	2297000000	dkk

Revenue

Type	Start date	End date	Amount	Unit
ifrs-full:Revenue	2024-06-01	2025-05-31	2553000000	dkk
ifrs-full:Revenue	2023-06-01	2024-05-31	2588000000	dkk

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   <mrv:SustainabilityReport contextRef="ctx-1" id="f1__s10__7__13" xml:lang="en">Sustainability Statements  Sustainability ambition  Magical moments, designed for life.SBM-1 Our Luxury Timeless Technology strategy and sustainability ambition Brand positioning Channel development Elevated product portfolio Partnership expansion At Bang &amp; Olufsen, we create Magical Moments, Designed for Life. It defines our brand and guides our 1approach to sustainability as we navigate the Main sustainability challengeschallenges and opportunities of responsible business practices. Specifically, our sustainability ambition is to lead and inspire a movement towards a circular, Positioning Bang &amp; Olufsen as a Driving emissions reduction and Adapting to climate-related regenerative future by creating Luxury Timeless Reducing product-related emissions sustainability leader in luxury tech: Integrating retail partners with Bang renewable energy use across the disruptions in logistics and  Technology products and experiences – from the first and energy use, particularly from balancing environmental &amp; Olufsen’s sustainability and ethical supply chain, especially with ODMs supply chains to safeguard always-on devices, while maintaining client to the last. responsibility with premium product business standards. (S1, G1) and manufacturers using fossil-based operational continuity and financial performance and quality. (E1) appeal. (E1, E5) energy. (E1) performance. (E1) As a luxury brand, our commitment to craftsmanship and superior quality means that we rely on high-quality materials. This presents a challenge in balancing material excellence with responsible sourcing and Maintaining brand integrity Integrating circular design principles Improving internal workforce Managing end-of-life product Ensuring supplier practices address environmental impact. We address this by considering ESG-related risks, such to address raw material scarcity, resilience, including fair employment returns or repairs via channels that pollution risks, including hazardous as privacy breaches (S4), supply chain battery use, and waste challenges—practices, diversity in leadership, and championing longevity, ensuring that our products are sometimes lack circular infrastructure materials, wastewater, and emissions pollution (E2), or brand ambassador balancing aesthetics with durability bias-free performance evaluation designed to stand the test of time, and reducing waste or recycling capabilities. (E5) from electronics production. (E2) behaviour (G1). and repairability. (E5) systems. (S1) and resource consumption.  Our products are created to last for generations, reinforcing our belief in durability over disposability. Mitigating health and safety Upholding ethical labour and human The challenge lies in ensuring that our designs, Addressing consumer trust and Ensuring responsible logistics and Preventing cybersecurity and concerns related to prolonged use rights standards, including fair materials, and repairability align with this vision. We expectations on data privacy and transportation practices to minimise business conduct risks, such as  (e.g., hearing health) and ensuring payment terms, safe working ethical partnerships, in marketing and air pollution and carbon emissions. vulnerabilities in product security and actively promote circularity by offering refurbishment, compliance with chemical and conditions, and avoiding forced communication. (S4, G1) (E1, E2) weak internal controls. (G1) software updates, and modular components, extending material regulations. (S4, E2) labour at suppliers. (S1, G1) product life and reducing environmental impact.  Table 1: Our strategy and main sustainability challenges Table abbreviations, such as E1, refer to the corresponding topical standards under the European Sustainability Reporting Standards (ESRS), with which this report adheres to. Refer to our chapter titles for further definitions. Our sustainability ambition and goals apply to all of our product groups, services, geographic locations and clients. You can find more information regarding our sustainability ambition and interaction with our stakeholders on page 56. To further reinforce our commitments, we are part of several international organisations and follow standards leading the way across Environmental, Social, and Governance (ESG) dimensions, such as the United Nations Global Compact, the Science Based Targets Initiative, the Cradle to Cradle Certified® framework and the World Economic Forum’s First Movers Coalition.  To measure our progress, we have set sustainability targets aligned with our commitments through our international memberships, as well as our material topics identified through our double materiality assessment (DMA). The specific details can be found throughout our report, reflecting our dedication to transparency and continuous improvement in sustainability performance.  SBM-3 Our business model—anchored in the Luxury Timeless Technology strategy—covers a range of material sustainability impacts, risks, and opportunities (IROs) across our value chain. These are identified through our DMA, most recently conducted in 2024 using the time horizons as defined in ESRS (European Sustainability Reporting Standards). We assess the resilience of our proposition and strategy by evaluating how it can adapt to material sustainability risks and opportunities. This includes areas such as product design, supply chain, operations, client experience, and governance. The insights from our DMA directly affect strategic decisions, supporting long-term value creation and business model resilience. As part of our DMA and ongoing risk management processes, we assessed the potential financial effects of our material sustainability-related risks and opportunities. At present, we have not identified any material impacts that would warrant adjustments to our financial position, performance, or cash flows, nor any risks or opportunities likely to lead to significant changes in the carrying amounts of assets or liabilities within the next annual reporting period. We regularly conduct enterprise risk assessments, and based on our current understanding, no sustainability-related financial effects are material at this time. Forward-looking statements This report includes forward-looking statements related to future performance, sustainability targets, and strategic ambitions. These are subject to risks and uncertainties, including market conditions, regulatory changes, supply chain factors, financial variables, and scientific or technological developments. Actual outcomes are likely to be different, since anticipated events frequently do not occur as expected. Sustainability governance  GOV-1 Our supervisory bodies At Bang &amp; Olufsen, sustainability is a core element of how we operate and evolve as a business. To embed this commitment across our organisation, we have established a dedicated sustainability governance framework. This structure supports clear strategic oversight and strengthens accountability for managing key ESG impacts, risks, and opportunities (IROs) across all levels of the company. The overarching policy framework guiding our sustainability efforts is set out in the Stakeholder and Sustainability Policy. More information can be found in our Corporate Governance report. GOV-1 Board of Directors, RepresentationUnit 2024/25 Members Count 8 Employee-elected members Count 3 Female members (shareholder and employee-elected) % 38 Female members (shareholder-elected) % 20 Independent members % 50 Board of Directors The Board of Directors receives a biannual update on the status of sustainability targets and the progress on targets relating to IROs from the Head of Corporate Responsibility. Furthermore, the Board of Directors annually reviews and approves the five Global Policies, which describe the company’s approach to many sustainability-related topics. The Board of Directors’ ability to address material sustainability IROs is assessed through the annual Nomination Committee's competency assessment process, which is approved by the Board of Directors. As of our year end, there are eight members of the Board of Directors (non-executive).Audit Committee The Audit Committee holds the overall responsibility for overseeing the reporting process of ESG-related IROs. The Audit Committee receives quarterly updates on sustainability governance matters, including the performance of the global compliance programme, the status of whistleblower cases and performance of IT security measures. The Audit Committee’s responsibilities for sustainability reporting are described in the Charter for the Audit Committee available on the corporate website. Executive Management Board  Daily management of IROs is primarily handled by the Corporate Responsibility department. The Head of Corporate Responsibility provides weekly updates to the Chief Corporate Commercial Officer (a member of the Executive Management Board) on developments related to sustainability and IROs. The Executive Management Board is also responsible for the approval of the sustainability ambition. As of our year end, there are three members of the Executive Management Board (executive). All EMB members possess ESG-related competencies, with a demonstrated understanding of environmental, social, and governance impacts relevant to our operations—ranging from climate and circularity to working conditions, consumer safety, and responsible business practices. In addition, the Executive Management Board brings extensive experience across the consumer electronics sector, luxury audio and services sector, and design-driven innovation, with a strong understanding of the markets in which we operate, including Europe, North America, and Asia. Sustainability Committee The Head of Corporate Responsibility reports quarterly on key sustainability activities and IROs to the Sustainability Committee, established by the Executive Management Board. This Committee includes the Chief Corporate Commercial Officer, Chief Financial Officer, Chief Human Resources Officer, Chief Operating Officer, and Vice President of Product Management. The Committee is also involved in the ongoing assessment of skills required to address material IROs within its domain and across relevant teams. If gaps are identified, actions such as training, external consulting, or hiring are considered and acted upon. Compliance Committee The Head of Corporate Responsibility reports quarterly on key compliance activities and related IROs to the Compliance Committee, which works under a mandate from the Board of Directors, as approved on 6 July 2020. This Committee includes mid-level managers representing each area of the Global Leadership Team. The work of the Compliance Committee includes the ongoing assessment of the performance of the global compliance programme and conducting an annual compliance risk assessment. IT Security Committee The IT Security Committee oversees the IT Security programme, global risk tolerance, and cybersecurity investment decisions. It includes the Chief Financial Officer, Chief Corporate Commercial Officer, Vice President of IT, Chief Information Security Officer, Head of Corporate Responsibility, and Vice President of Digital and Product Experience. The committee meets quarterly and ad hoc in response to IT threats.// Our Sustainability Governance Model Integration of IROs in governance oversight There is not a set process for considering IROs by the Board of Directors and the EMB when overseeing the strategy, decisions on major transactions or as part of the enterprise risk management process. However, it is considered that through the progress reports to the Sustainability Committee and the Board of Directors, the knowledge of the IROs will form an integral part of the decisions made in overseeing the strategy, decisions on major transactions and assessing enterprise level risks. GOV-2 Progress reports and compliance Progress on sustainability IROs is tracked through: •  Weekly updates from the Head of Corporate Responsibility to the Chief Corporate Commercial Officer; •  Quarterly updates from the Head of Corporate Responsibility to the Sustainability Committee; •  Quarterly updates to governance topics to the Audit Committee; •  Biannual reviews by the Board of Directors While the above includes references to Board-level engagement, this section focuses on management’s role in operationalising the IRO process. See GOV-1 for additional details on Board-level oversight. While the DMA process of establishing IROs for this report was comprehensive, the future due diligence process is still to be fully established. The future due diligence process is planned to become an annual review of both current IROs, as well as potential new IROs with relevant internal stakeholders in order to establish relevance. The due diligence process is expected to be led by Corporate Responsibility, in collaboration with relevant functions such as Risk, Finance, and Legal, to ensure a robust and consistent review of sustainability-related risks and opportunities. // GOV-3; E1.GOV-3 Sustainability-related performance in incentive schemes Currently, the variable remuneration of our Executive Management Board does not include ESG-related considerations. There are currently no climate-related targets included in the remuneration framework, and no concrete plans have been developed despite ongoing internal discussions. Accordingly, the proportion of remuneration linked to climate-related considerations is zero. Details of executive remuneration are provided separately in the Remuneration Report available on our website. // GOV-5 Sustainability reporting and risk management Sustainability Reporting Controls and Risk Management We have implemented a range of sustainability controls and procedures to support accurate and reliable reporting. These include an ESG Accounting Manual, a DMA memo and playbook, as well as Corporate Sustainability Reporting Directive-specific controls. Our sustainability reporting process is underpinned by a risk assessment approach carried out during the data collection phase. We categorise data by Environmental (E), Social (S), and Governance (G) dimensions, as well as by quantitative and qualitative data types. Each dimension is assessed and assigned a risk level—low, medium, or high—based on factors such as the availability of historical data, prior reporting experience, reliance on estimates, and the degree of uncertainty involved. We prioritise the review of medium and high-risk data points to ensure enhanced scrutiny and accuracy. No high-risk areas were identified during this process. General disclosures, and data under the Social and Governance categories, were classified as low risk due to mature data collection processes and the absence of estimations or uncertainties. The Environmental section, particularly emissions and waste data, involves some level of estimation. However, as this data has been previously reported and the underlying methodology is well-established, it was assessed as low to medium risk. Data Ownership, Review Process, and Oversight Our sustainability reporting process follows a clear and well-defined structure with roles and responsibilities clearly assigned. Subject-matter experts—referred to as "data owners"—are responsible for preparing the initial draft of data collection. This is followed by a managerial review, where applicable, and a final review and compliance check conducted by the ESG controller. To ensure data accuracy and minimise the risk of material misstatements, we have established internal control mechanisms. Should the risk assessment or internal controls identify any opportunities for improvement, theses will be addressed with the data owners.  Our Audit Committee was kept informed on two separate occasions. Regular updates were also provided to our Executive Management Board and Sustainability Committee, ensuring strong governance and oversight of the sustainability reporting process. // GOV-4 Sustainability due diligence The table below indicates where in our Sustainability Statement we detail our due diligence processes, including how we apply its key aspects. // GOV-4 Core elements of due Page number People/ diligence environment Embedding due diligence in 46, 47 People and governance, strategy and environment business model Engaging with affected 56, 100, 109 People and stakeholders in all key steps of the environment due diligence Identifying and assessing adverse 46, 47, 52  People and impacts environmentTaking actions to address those 67, 81, 87, People and adverse impacts 101, 110, 115 environmentTracking the effectiveness of these 64, 67-74, People and efforts and communicating 79, 81-83, environment 84, 87-89, 98, 101-105, 108, 110- 111, 113, 115-117 Our sustainability reporting framework BP-1 / BP-2 Basis for preparation   General Basis for Preparation of the Sustainability Statement Bang &amp; Olufsen’s Sustainability Statement has been prepared in compliance with the Corporate Sustainability Reporting Directive (CSRD) and with reference to the European Sustainability Reporting Standards (ESRS). It has been prepared in accordance with the same principles as our financial statements – thus, the ESG data presented is prepared as a consolidation of the Parent Company, Bang &amp; Olufsen A/S, and its subsidiaries in accordance with the Group's accounting policies. All subsidiaries have been included in this report. The Sustainability Statement covers our own operations and upstream and downstream operations. No specific piece of information corresponding to intellectual property has been omitted. Disclosures in relation to specific circumstances The non-financial accounting principles set out the scope, criteria, assumptions, and principles for how we calculate our non-financial environmental, social, and governance data. The principles apply to the data in our2024/25 annual report. The accounting principles can be found at the end of each section throughout the report. In preparing our ESG disclosures, we rely on a combination of actual data, estimates, and management judgments. The only restatement of ESG data from previous years relates to our GHG emissions, which have been rebaselined to reflect improved methodology and data availability. No other estimates or judgments required restatement, and any relevant methodological notes are included in the accounting policy sections within each topic.  Changes in presentation of the Sustainability Statement The 2024/25 Sustainability Statement has been structured to comply with the CSRD legislation and follows the ESRS framework, resulting in changes to both the reporting structure and presentation. Where we have comparative figures, these will be disclosed in the relevant sections throughout the report. Our approach supports transparency and consistency in our reporting, aligning with the requirements of the ESRS framework. Disclosure requirements by reference The full list of ESRS disclosure requirements that have been deemed material to Bang &amp; Olufsen can be found on page 57. In addition to this, we have included a list of disclosure requirements that have been incorporated by reference, which are presented in the Management Review section of this report.  Use of phase-in provisions in accordance with Appendix C of ESRS 1 We have opted to use the phase-in provisions for a number of disclosure requirements. The disclosures are listed in the table on page 57.// IRO-1 Double materiality Identifying Sustainability Matters At the start of our 2024/25 financial year, we completed a Double Materiality Assessment (DMA) in compliance with the ESRS. In the initial phase, we conducted an extensive exploration of sustainability topics relevant to our business. This involved reaching out to key internal and external stakeholders to gain insights into emerging sustainability issues. At the outset of our DMA, we used the ESRS 1 AR 16 table: Sustainability matters covered in topical ESRS to ensure comprehensive topic coverage and alignment with the ESRS framework. We carefully scoped the boundaries of our business, encompassing our own operations and broader value chain, to ensure a comprehensive assessment of sustainability matters.  Stakeholder engagement To refine our understanding of material impacts, risks, and opportunities (IROs), at the start of our financial year, we organised stakeholder workshops with experts and leaders from various domains within our business. These sessions provided valuable perspectives and helped us identify key sustainability topics. The insights gathered from these engagements formed the foundation for our materiality assessment. We did not conduct consultations with affected communities. G1.IRO-1 With regards to business conduct, a stakeholder workshop was completed at the start of the financial year with experts and leaders from various domains within our business. External research was considered in the workshop such as country specific information from Transparency International, anti-corruption insights from the UN Global Compact, and utilising insights from the World Economic Forum's Global Risks Report to ensure a comprehensive assessment of our impacts, risks, and opportunities. Furthermore, historical company data relating to whistleblower cases, relationships with suppliers and the annual compliance risk assessment by the Compliance Committee were also considered in the workshop.  Approach to Materiality and Scoring Our materiality assessment followed a structured approach that integrated both impact materiality and financial materiality: Impact Materiality: We evaluated sustainability matters based on their scale, scope, irremediability, and likelihood of occurrence. This process was aligned with ESRS 1 section 3.4 and informed by our ongoing due diligence practices. It included an assessment of specific business activities, relationships, and geographies that may present heightened risks of adverse impacts—such as environmental impacts from manufacturing or labour conditions in our factories. Financial Materiality: We leveraged our Enterprise Risk Management (ERM) framework to determine the financial implications of sustainability topics. To determine materiality, we applied scoring thresholds out of 5: a score of 3 or more for impact materiality and 3.5 or more for financial materiality was considered material. To identify, assess, prioritise, and monitor sustainability-related risks and opportunities with potential financial effects, we applied a structured approach grounded in both our materiality assessment and ERM framework. We began by identifying the company’s key sustainability impacts and dependencies—such as energy use, responsible sourcing, and labour practices—through stakeholder engagement and internal analysis. We then analysed how these impacts and dependencies could give rise to financial risks or opportunities, ensuring that the connections between sustainability issues and financial effects were clearly established. These were then evaluated for their potential to translate into financial risks or opportunities, for example through reputational impact, supply chain disruptions, regulatory changes, or shifts in consumer demand. We assessed material information through our Double Materiality Assessment process, aligning with ESRS 1 section 3.2. We assessed these financial effects by considering the likelihood, magnitude, and nature of each risk or opportunity, using criteria aligned with ESRS 1 section 3.5 on financial materiality. This included applying both qualitative thresholds – such as alignment with strategic objectives and the potential to trigger stakeholder scrutiny – and quantitative indicators, i.e. – effect on EBIT, reputational damage and compliance risk. Where relevant, we explored the interconnectedness between our environmental and social impacts and our financial position—for example, how climate-related risks may increase production costs or how positive product innovation can create new revenue streams. This integrated approach allows us to prioritise and monitor material risks and opportunities as part of our broader financial and sustainability planning. Outcome of the Double Materiality Assessment Through this comprehensive evaluation, we identified a total of 230 IROs. After further analysis and prioritisation, 54 of these were deemed material, forming the basis of our sustainability reporting and strategic focus areas. We have grouped these by relevant themes – please see page 54 for reference. All identified material ESG risks are integrated into our overall risk management process.  We plan to revisit our Double Materiality Assessment on an annual basis. Rather than repeating the full process each year, we will apply a targeted review approach—conducting light-touch updates for areas where conditions remain stable, and more in-depth reassessments for topics where risks, impacts, or stakeholder expectations have evolved. E1.IRO-1 Climate risk assessment &amp; resilience analysis We have not yet undertaken a comprehensive analysis or assessment of transitional and physical climate-related risks and therefore have not identified any specific chronic or acute hazards.   In our double-materiality assessment process we have reviewed data relevant to climate and its potential impacts on our business, which contributed to our assessment of E1 Climate being material, and next step will be to perform a climate risk assessment and resilience analysis.  We have conducted a preliminary screening of our value chain, which suggests that chronic hazards such as water stress and heat stress are likely to occur in various locations. Acute hazards, including drought, wildfires, flooding, or cyclones, may also potentially occur, though these are more difficult to predict. Our upstream value chain—particularly production within ODMs (Original Design Manufacturers)—may be exposed to such risks from a business perspective. Following further assessment, climate-related risks and hazards are expected to pose potential challenges. These include: the need to adapt to distribution disruptions caused by changing weather patterns and extreme events; emissions contributing to climate change; standby energy consumption of our products, which continues to generate significant emissions even when not actively in use; ongoing requirements to enhance energy efficiency and reduce phased emissions through software updates; and the risk of increased emissions due to energy use associated with shipping disruptions. At present, no specific time horizons have been defined, and no precise climate scenarios have been applied to assess the exposure or sensitivity of our assets. We have not yet identified precise short-, medium-, and long-term transition risks. However, our latest double materiality assessment (DMA) has helped us pinpoint potential transition-related issues that are likely to be material for our business. Our decarbonisation strategy is a central focus. We have set validated Science Based Targets (SBTi) for Scope 1, 2, and 3 emissions, aiming for Net-Zero by 2040. These targets, along with the measures implemented to support them, position us to respond proactively to regulatory developments such as rising greenhouse gas (GHG) pricing. We are also preparing for technological shifts in our sector, such as the EU Batteries Regulation. Investments in Cradle to Cradle Certified® (C2C) certification play a key role here. Our plan is to certify all newly designed products, which enhances their circularity and reduces their carbon footprint. This approach supports a broader transition to lower-emissions technologies and product offerings. On the market and reputational front, our Luxury Timeless Technology strategy and advocacy initiatives are designed to build resilience and leadership. These efforts include public outreach to engage with over 1 million people, promoting product longevity and sustainability. For example, we provide modular design and C2C information to clients, and host events like International Repair Day, Science Day, and public panels to raise awareness and foster dialogue. The assessment of the likelihood, duration, and magnitude of potential impacts was conducted with a limited scope as part of the DMA, drawing on input from stakeholder workshops. This process led to the identification of both material and non-material topics. However, no additional detail was provided regarding the extent of effects based on likelihood, duration, or magnitude beyond this initial assessment. We have not identified any business activities that present significant incompatibilities with our transition goals. While an increase in units sold would naturally lead to higher GHG emissions, we have set dedicated, SBTi-validated targets—including a Net-Zero goal by 2040—and have put specific levers in place to achieve them. On the product front, we are strongly committed to longevity and the circular economy. This commitment is supported by tangible evidence, such as our 6 new C2C product certifications achieved in 2024/25. In terms of materials, we use a substantial amount of aluminium but have proactively addressed this by joining the First Movers Coalition (FMC) for aluminium, with a goal of using 50% or more recycled aluminium by 2030. // E3.IRO-1; E4.IRO-1 Rationale for Exclusion of Topics During our assessment, we made a deliberate decision to exclude Sustainability Matter S3 Affected Communities from our scope. This topic was deemed not relevant to our business operations or value chain, so we believe its inclusion would not provide meaningful insights or drive significant impact within our sustainability ambition.  In addition, the topics E3 Water and Marine Resources, E4 Biodiversity and Ecosystems, and S2 Workers in the Value Chain were assessed as part of our materiality process. However, none of the related impacts, risks, or opportunities met the threshold to be considered material under the ESRS framework. As such, while these topics were within the scope of our assessment, they are not reported as material in this year’s disclosures.  E3.IRO-1 In 2023/24, we began assessing nature-related impacts, risks, and opportunities across operations and its value chain, including offices, company-owned company operated stores, suppliers, and warehouses. Using the WWF’s Biodiversity and Water Risk Filter Tools, the company mapped nature interfaces and evaluated dependencies across relevant industries. Key water-related risks—physical, regulatory, and reputational—were identified at both basin and operational levels. The assessment highlighted multiple risk types but did not consider policies or include stakeholder consultations. Socioeconomic factors, such as historical water conflict data, were reviewed to identify affected communities, though direct engagement has not yet occurred.  E4.IRO-1 Based on our double materiality assessment and biodiversity mapping, we currently have minimal direct impact on biodiversity, and no material risks have been identified. While many biodiversity concerns are linked to climate change and raw material sourcing, we are conducting an internal assessment to better understand our dependencies and impacts on flora and fauna. None of our own sites nor those of our suppliers are near biodiversity-sensitive areas, and no mitigation measures are currently required. Data on raw material impacts and affected communities is limited, and no consultations have been conducted. Future risks will be reassessed regularly, and actions taken as necessary. // Double materiality assessment – process At the start of the financial year, we completed a Double Materiality Assessment (DMA) in compliance with the ESRS. The execution process is outlined below:Initiation &amp; exploration Initial project work Scoping the boundaries Identifying stakeholders Generating IRO gross list; agreement on exclusion of non-material topics The project was initiated based on an assessment Core team membership is reviewed and expanded Understanding and defining the boundaries of This step is guided by the list of definitions in the Desk research pre-screening and analysis of that Bang &amp; Olufsen was subject to CSRD.to include all relevant, critical, internal our DMA, business model, and our value chain.legislation, whereby the relevant internal issues that are deemed relevant sustainability stakeholders (sustainability, finance, compliance, colleagues who could act as stakeholder matters for Bang &amp; Olufsen. We drew on global An initial core project team from key affected quality management, privacy, enterprise risk representatives are identified.and regional existing and expected legislation, departments in Bang &amp; Olufsen was established. validated by internal experts across the business.management, people &amp; culture). literature and knowledge relating to Through this group, there is outreach to relevant After this, certain subject matter experts are sustainability; within the consumer electronics The evaluation criteria for the impact and network groups/connections to learn from their DMA project tasks, timeline, and project plans are identified to provide expertise and business or and luxury industries; Bang &amp; Olufsen’s product financial assessments are developed and agreed –experiences with implementing the legislation. established and agreed.sustainability knowledge to support the DMA and operational, environmental and social includes thresholds, time horizons, and other processimpacts; peer benchmark; literature review of Engagement of external support for sparring, relevant definitions.evolving sustainability trends.tools, and expert advice was initiated. Onboarding of stakeholders Stakeholder workshops evaluating the Additional data and insight gathering to Review and sense check with Sustainability Agree and approve final matrix impact and financial materiality of all substantiate evaluations or conclude Committee and Board of Directors relevant ESRS categories assessments Identified IRO’s are validated by engaging a wide IROs are classified into the different ESRS Any IROs that could not have their impact and Results of the assessments are combined on a The recommendation is brought to the range of stakeholder representatives who have a categories. For all ESRS categories that were financial materiality fully assessed due to materiality matrix. The core team sense checks Sustainability Committee and the Audit deep knowledge in market dynamics, client determined to have IROs that should be evaluated insufficient information in the workshops, the output and reviews the supporting Committee for review. Once reviewed, it is shared expectations, employee concerns, supplier for impact and financial materiality, there is a required additional data and insight gathering argumentation for all IROs plotted in the matrix. with the Board of Directors for their approval.relations, biodiversity and environmental workshop conducted.after the workshops. This is led by the core team Any outliers or unexpected results are reviewed matters, products, and relevant regulatory (depending on topic), the relevant subject matter in detail and either confirmed or changed to During these workshops, the IRO list is reviewed, matters, etc.experts (SME), and/or external partners.reflect new information or understanding of the assessed and each IRO individually scored. New issue. Materiality thresholds are assessed and All stakeholder representatives from across Bang IROs that were not previously captured are also agreed on by the team.&amp; Olufsen are invited to DMA information included and evaluated.sessions. Environment  Social Double Materiality E1 Climate S1 Own workforce 1 Climate change adaptation 21 Working conditions 2 Climate change mitigation 22 Equal treatment and opportunities for all 3 Energy 23 Assessment MatrixOther work-related rights E2 Pollution S2 Workers in the value chain 4 Pollution of air 24 Working conditions 5 Pollution of water 25 Equal treatment and opportunities for all Double Materiality Assessment 6 Substances of concern 26 Other work-related rights 7 Microplastics Financial material  Double material 8 Pollution of soil S3 Affected communities 9 Living organisms and food resources 27 Economic, social and cultural rights 28 Civil and political rights 35 1 3 18 E3 Water and marine resources 29 Rights of indigenous peoples 10 Water consumption 11 Water withdrawal and discharge S4 Consumers and end-users 12 Water discharges in the oceans 30 Information-related impacts 13 Extraction and use of marine resources 31 Personal safety Not material  Impact material 32 Social inclusion E4 Biodiversity and ecosystems 2 6 21 31 33 14 Direct impact drivers of biodiversity loss Governance 15 Impacts on the state of species E3 E4 S2 S3 4 19 22 32 34 16 Impacts on the extent and condition of ecosystems G1 Business conduct 17 Impacts and dependencies on ecosystem services 33 Corporate culture 5 20 30 34 Relationships with suppliers E5 Resource use and circular economy 35 Cybercrime and cyber security 18 Resources inflows, including resource use 36 Protection of whistleblowers IMPACT MATERIALITY 19 Resource outflows related to products and services 37 Political engagement 20 Waste 38 Animal welfare 39 Corruption and bribery Note: for clarification on excluded topics, refer to page 51, Rationale for Exclusion of Topics SBM-3 Business Model and Value Chain  The value chain overview presented here reflects our sustainability perspective, highlighting the areas where we have material ESG impacts rather than solely focusing on production or operational presence. We address material impacts across our value chain to create long-term value and mitigate key risks. By managing core activities in-house and maintaining close partnerships upstream and downstream, we advance responsible growth, reduce negative impacts, and build business resilience. On page 55, our most significant sustainability-related IRO’s are disclosed, including their location in our value chain. A full description of our business model can be found in the Management Review section of this report. //  UPSTREAM OWN OPERATIONS DOWNSTREAM Product reuse High quality  Manufacturing Design &amp; Responsible Refining of Brand &amp; Distribution Retail Retail  Clients End of life and repair materials  &amp; refining creation sourcing aluminium marketing omnichannel  and B2B High quality materials. Materials include aluminium, wood Design and creation.  We deliver a unique combination of capabilities in sound, design, technology and craftsmanship. In the Retail. Our retail network operates through partners and electronics components, such as chips and sensors. All design creation phase, we engage with both in-house and partner designers. In line with our longevity promise, we adhere to aligned with our sustainability and ethical business materials are responsibly sourced and undergo strict quality circular design principles. We develop software platforms in-house (Mozart and Amadeus) and engage with ODM’s on specific standards. In addition, we offer after-sales service control.features. Software updates are implemented on a continuous basis for our existing products. and customer support via partners and in-house.  Manufacturing and refining. We have third party Responsible sourcing. We source high quality materials in a responsible way. Clients. Our clients are music and design lovers, production facilities in Europe and Asia to mitigate audiophiles, and design-conscious buyer. We Refining of aluminium. We maintain key capabilities internally, including our world-leading aluminum facility and Atelier Studio production dependencies. Production and assembly engage with our clients through our network, events, to deliver bespoke solutions. Adhering to our sustainability efforts, we focus on low-emission processes, renewable energy and requirements differ depending on the type of product.collabs and community-building efforts. waste reduction.End of life. Our partners, like us, manage end-of-life Brand &amp; Marketing. We have a key focus on elevating brand awareness and brand equity that is backed by data and analytics, product returns or repair and take-back schemes in while maintaining brand integrity and positioning us as a sustainability leader in luxury technology.line with our longevity promise and product reuse. Distribution. We transport finished goods through regional hubs by prioritising sea and rail freight. Distribution is listed under own Repairs and refurbishments happen at our facilities operations as it is managed in-house, despite using logistics partners and third-party regional hubs. in Struer, Denmark.Retail omnichannel and B2B. Our footprint extends to 70 markets and digital presence. Our network consists of around 360 branded stores, of which 13 are company-owned, providing a full brand experience. In addition, we engage in business-to-business and strategic partnerships.Product reuse and repair. We offer take-back schemes and repair programs for our clients, refurbishing iconic products in line with our longevity promise and product reuse. We repair and refurbish our products at our facilities in Struer, Denmark. SBM-3 Material impacts, risks  and opportunitiesOur DMA process generated a total of 54 material IRO's. UPSTREAM OWN OPERATIONS DOWNSTREAMFor clarity, we have organised these into the five material ESRS categories and aggregated IRO's where relevant. A description of these, including how they Product reuse High quality ManufacturingDesign &amp; Responsible Rening ofDistribution Brand &amp;Retail and repairRetail impact our business and value chain can be found in Raw materials&amp; reningcreationsourcingaluminiummarketingomnichannel and B2Bthe table below. // Category IRO Short- Med- Long- Page number ESRS E1 CLIMATE CHANGE Risk, Potential negative impact Changes in value chain  65 Opportunity, Positive impact Energy sources, GHG emissions, circularity    65 Risk, Actual negative impact Energy consumption, use phase emissions    65 ESRS E2 POLLUTION Risk, Actual negative impact Transport and production emissions  80 Risk, Potential negative impact Pollution from aluminium and textiles  80 Risk, Actual negative impact Pollution from substances of concern    80 ESRS E5 CIRCULARITY Risk, Potential negative impact Sourcing of aluminium   85 Opportunity, Positive impact Reducing resource use   85 Risk, Actual negative impact Use of batteries, rare earth metals   85 Opportunity, Positive impact Product circularity  85 Risk, Actual negative impact Longevity limitations  85 Risk, Actual negative impact Waste and recycling challenges (upstream and own operations)    85 Waste and recycling challenges  Risk, Actual negative impact      85 (post-consumer stage) Positive impact Extended product lifespan  85 ESRS S1 OWN WORKFORCE Risk, Actual negative impact Secure employment  99 Risk, Actual negative impact Working time  99 Risk, Actual negative impact Health and safety  99 Risk, Actual negative impact Gender equality and equal pay for work of equal value  99 Risk, Actual negative impact Diversity 99 ESRS S4 CONSUMERS &amp; END-USERS Risk, Potential negative impact Privacy  109 Potential negative impact Health and safety  109 Risk, Actual negative impact Responsible marketing practices  109 ESRS G1 BUSINESS CONDUCT Opportunity, Positive impact Employee communication and feedback  114 Actual negative impact Speaking up  114 Actual negative impact Payment practices  114 Risk, Potential negative impact Cybercrime cybersecurity  114 SBM-2  Interests and views of Key Stakeholder How is engagement organised Purpose of engagement Outcome of engagement stakeholders Clients We have multiple touchpoints with clients, primarily through our stores, online   Deliver excellent client experience; The input from our clients is a critical piece of information used channels, service points and call centres. We also engage with clients by   Build strong and loyal client relationships; to continuously improve our services and products and measuring client satisfaction scores in terms of the purchasing experience,   Gain insights into what matters to the calibrate our strategy. Targets are set on client satisfaction We want to create long-term value for all stakeholders. service experience and satisfaction with our products. Clients are able to clients in terms of sustainability; level in order to ensure our Luxury Timeless Technology provide feedback directly to our CEO through a "Feedback to the CEO"   Inform clients about the value of circular A close dialogue with our key stakeholders on function on our website. Key messaging and stories about our sustainability and long-lived consumer electronics. sustainability topics is an integral part of how the efforts are done through our website and events in our stores.  sustainability initiatives. company operates, and we engage with them Employees and their We have multiple touchpoints with our employees. We ensure employee  Create a culture where employees are The employee survey results are shared with employees and representatives engagement on an ongoing basis, both through organised individual meetings empowered and act according to the each manager has to take action on results that are not constructively and always with a long-term perspective. between an employee and their manager, and through regular online surveys. company’s core values and principles for satisfactory. For company-wide results that are not It is the company’s core belief that considering key Through our BeoPulse employee survey, we gain insights into employee diversity and inclusion,  satisfactory, our People &amp; Culture team instigate company-stakeholders in the decision-making process will enable satisfaction across the company. Our monthly Town Hall meetings are also an   Harvest collective ideas on how to improve wide initiatives to address the issues. Any input and ideas on opportunity for both senior leadership to convey messages and for employees in our sustainability initiatives.  how to improve our sustainability initiatives are reviewed and us to thrive and improve in both our commercial to ask questions to senior leadership. We also offer online social platforms considered by our Corporate Responsibility team.  activities as well as our sustainability activities. Key where employees can share their interests and ideas, including one group on Sustainability, where employees share how to progress on sustainability. We external stakeholders were not consulted during the also have a Work Council to collect input from employees and collect double materiality assessment nor the due diligence feedback about health and safety through our Health &amp; Safety representatives.  process, however, a broad range of internal Business partners Our business partners consist of our key product related suppliers, our  Build mutually beneficial relationships; The outcome of the engagement is both to continuously stakeholders with deep knowledge of the stakeholders’ corporate customers such as hospitality, yachts, commercial spaces and   Be a reliable, responsible and engaged improve the business relationship as well as include the views participated in the double materiality assessment automotive, as well as collaborations with other consumer electronics and partner; feedback in future product developments and sustainability business solutions. All of these business partners are engaged through   Be a collaborative and credible partner, initiatives. and due diligence process. We have made minor dedicated staff and account managers. and a trustworthy responsible refinements to our business model, taking stakeholder representative of the industry; input into account as part of the broader review   Drive collective improvements on sustainability with our business partners process; however, no material changes were deemed Retail partners Most of our Bang &amp; Olufsen branded stores are owned by independent third   Build mutually beneficial relationships; The outcome of the engagement is both to continuously 2necessary.  The Global Leadership Team meets bi-parties. Each partner has a key account manager through which continuous   Be a reliable, responsible and engaged improve the business relationship, grow the business in a weekly to discuss business progress and the views of the engagement and satisfaction/feedback is ensured. partner; sustainable way as well as include the feedback in future   Attract, develop and retain competent product developments and sustainability initiatives. stakeholders are presented where relevant to a specific retail partners that deliver the right client topic. // experience, enabling them to run a profitable business;   Drive collective improvements on sustainability Investors and analysts We organise engagement by:   Ensure a proactive and transparent The outcome of the engagement is to continuously provide the - Providing investors and analysts with structured, continuous and on-going dialogue with investors and analysts, and information relevant to investors and analysts. information that meets requirements for investment decisions, including engage in dialogues on how our information about our sustainability initiatives and targets. sustainability efforts contribute to investor attention Media, key opinion leaders, We organise engagement by:   Ensure fair and balanced coverage of the The outcome of the engagement is media coverage experts, and interest - Engaging with a broad range of media and across multiple platforms company; representing Bang &amp; Olufsen's business and sustainability organisations - Being an active member of the Sustainability Network of the Danish Industry    Proactively communicate the value of initiatives as well as input from Danish Industry discussions on circular and long-lived consumer how to improve our sustainability efforts. electronics;   Share company expertise in the 2 Global Leadership Team is the wider leadership team consisting of  Sustainability Network and engage in the Executive Management Board and all the functional leads reportingdialogue on how to improve sustainability to the CEO efforts in the industry IRO-2; BP-2 General disclosures, including incorporation by reference Disclosure Disclosure Title  Materiality  Section  Page/s Title  Materiality  Section  Page/s Requirement Requirement Material impacts, risks and opportunities and their interaction ESRS 2 General Disclosures ESRS 2 SBM-3 Material  Sustainability Statement  64 with strategy and business model BP-1 General basis for preparation of the Sustainability Statement Material Sustainability Statement 49 Description of the processes to identify and assess material ESRS 2 IRO-1 Material  Sustainability Statement  49 climate-related impacts, risks and opportunities 49, 69, 74, 83, E1-1 Transition plan for climate change mitigation Material Sustainability Statement 65 BP-2  Disclosures in relation to specific circumstances  Material  Sustainability Statement 90, 105, 106, 117 E1-2 Policies related to climate change Material Sustainability Statement 66 Management Review; E1-3 Actions and resources in relation to climate change Material Sustainability Statement 67 Sustainability Statement; Corporate Governance E1-4 Targets related to climate change Material Sustainability Statement 67 The role of the administrative, management and supervisory 33-35, GOV-1 Material report; Charter for the bodies 46 E1-5 Energy consumption and mix Material Sustainability Statement 70 Audit Committee; Stakeholder and E1-6 Gross Scopes 1, 2, 3 and Total GHG emissions Material Sustainability Statement 71 Sustainability Policy GHG removals and GHG mitigation projects financed through Information provided to and sustainability matters addressed E1-7 Material  Sustainability Statement  74 carbon credits GOV-2 by the undertaking’s administrative, management and Material  Sustainability Statement  46 supervisory  E1-8 Internal carbon pricing - - - Integration of sustainability-related performance in incentive GOV-3 Material  Sustainability Statement  47 Anticipated financial effects from material physical and schemes E1-9 Phase-in  -  - transition risks and potential climate-related opportunities GOV-4 Statement on due diligence Material Sustainability Statement 48 ESRS E2 Pollution Risk management and internal controls over sustainability Management Review; GOV-5 Material 39, 47 Description of the processes to identify and assess material reporting Sustainability Statement ESRS 2 IRO-1 Material  Sustainability Statement  80 pollution-related impacts, risks and opportunities 9-11, 16-Management Review; E2-1 Policies related to pollution Material Sustainability Statement 80 SBM-1  Strategy, business model and value chain  Material 17, 44, Sustainability Statement 54  E2-2 Actions and resources in relation to pollution Material Sustainability Statement 81 SBM-2 Interests and views of stakeholders Material Sustainability Statement 56 E2-3 Targets related to pollution Material Sustainability Statement 81 11, 55, Material impacts, risks and opportunities and their interaction Management Review; 64, 79, E2-4 Pollution of air, water and soil Material Sustainability Statement 82 SBM-3 Material with strategy and business model Sustainability Statement 84, 99, E2-5 Substances of concern and substances of very high concern Material Sustainability Statement 82 109  Description of the processes to identify and assess material Potential financial effects from pollution-related impacts, risks IRO-1 Material  Sustainability Statement  49 E2-6 Phase-in   -  - impacts, risks and opportunities and opportunities Disclosure Requirements in ESRS covered by the undertaking’s ESRS E3 Water and Marine Resources IRO-2 Material  Sustainability Statement  57, 60 Sustainability Statement Description of the processes to identify and assess material ESRS E1 Climate Change ESRS 2 IRO-1 water and marine resources-related impacts, risks and Material  Sustainability Statement  51 opportunities Integration of sustainability-related performance into incentive ESRS 2 GOV-3 Material  Sustainability Statement  47 schemes E3-1 Policies related to water and marine resources - - - Disclosure Disclosure Title  Materiality  Section  Page/s Title  Materiality  Section  Page/s Requirement Requirement Anticipated financial effects from resource use and circular E3-2 Actions and resources in relation to water and marine resources - - - E5-6 Phase-in  -  - economy-related impacts, risks and opportunities E3-3 Targets related to water and marine resources - - - ESRS S1 Own Workforce E3-4 Water consumption - - - ESRS 2 SBM-2 Interests and views of stakeholders Material Sustainability Statement 56 Anticipated financial effects from water and marine resources-E3-5 -  -  - Material impacts, risks and opportunities and their interaction related impacts, risks and opportunities ESRS 2 SBM-3 Material  Sustainability Statement  99 with strategy and business model ESRS E4 Biodiversity and Ecosystems S1-1 Policies related to own workforce Material Sustainability Statement 100 Material impacts, risks and opportunities and their interaction ESRS 2 SBM-3 -  -  - Processes for engaging with own workforce and workers’ with strategy and business model S1-2 -  -  - representatives about impacts Description of processes to identify and assess material Processes to remediate negative impacts and channels for own ESRS 2 IRO-1 biodiversity and ecosystem-related impacts, risks and Material  Sustainability Statement  51 S1-3 Material  Sustainability Statement  101 workforce to raise concerns opportunities Taking action on material impacts on own workforce, and Transition plan and consideration of biodiversity and E4-1 -  -  - approaches to managing material risks and pursuing material ecosystems in strategy and business model S1-4 Material  Sustainability Statement  101 opportunities related to own workforce, and effectiveness of E4-2 Policies related to biodiversity and ecosystems - - - those actions Targets related to managing material negative impacts, E4-3 Actions and resources related to biodiversity and ecosystems - - - S1-5 advancing positive impacts, and managing material risks and Material  Sustainability Statement  102 E4-4 Targets related to biodiversity and ecosystems - - - opportunities S1-6 Characteristics of the undertaking’s employees Material Sustainability Statement 103 E4-5 Impact metrics related to biodiversity and ecosystem change - - - Characteristics of non-employees in the undertaking’s own Anticipated financial effects from biodiversity and ecosystem-S1-7 -  -  - E4-6 -  -  - workforce related risks and opportunities S1-8 Collective bargaining coverage and social dialogue Material Sustainability Statement 103 ESRS E5 Resource Use and Circular Economy Material impacts, risks and opportunities and their interaction S1-9 Diversity metrics Material Sustainability Statement 103 ESRS SBM-3 Material  Sustainability Statement  84 with strategy and business model S1-10 Adequate wages Material Sustainability Statement 104 Description of the processes to identify and assess material ESRS 2 IRO-1 resource use and circular economy-related impacts, risks and Material  Sustainability Statement  86 S1-11 Social protection Phase-in  - - opportunities S1-12 Persons with disabilities - - - E5-1 Policies related to resource use and circular economy Material Sustainability Statement 87 S1-13 Training and skills development Phase-in  - - Actions and resources in relation to resource use and circular E5-2 Material  Sustainability Statement  87 economy S1-14 Health and safety indicators Material Sustainability Statement 104 E5-3 Targets related to resource use and circular economy Material Sustainability Statement 87 S1-15 Work-life balance Phase-in  - - E5-4 Resource inflows Material Sustainability Statement 88 S1-16 Remuneration metrics (pay gap and total remuneration) Material Sustainability Statement 104 E5-5 Resource outflows Material Sustainability Statement 89 S1-17 Incidents, complaints and severe human rights impacts Material Sustainability Statement 105 Disclosure Title  Materiality  Section  Page/s Requirement ESRS S2 Workers in the Value Chain - - - ESRS S3 Affected Communities - - - ESRS S4 Consumers and End-users ESRS 2 SBM-2 Interests and views of stakeholders Material Sustainability Statement 56 Material impacts, risks and opportunities and their interaction ESRS 2 SBM-3 Material  Sustainability Statement  109 with strategy and business model S4-1 Policies related to consumers and end-users Material Sustainability Statement 109 Processes for engaging with consumers and end-users about S4-2 Material  Sustainability Statement  110 impacts Processes to remediate negative impacts and channels for S4-3 Material  Sustainability Statement  110 consumers and end-users to raise concerns Taking action on material impacts on consumers and end-users, and approaches to mitigating material risks and pursuing S4-4 Material  Sustainability Statement  110 material opportunities related to consumers and end-users, and effectiveness of those actions Targets related to managing material negative impacts, S4-5 advancing positive impacts, and managing material risks and Material  Sustainability Statement  111 opportunities ESRS G1 Business Conduct The role of the administrative, supervisory and management Management Review; 33-35, ESRS 2 GOV-1 Material bodies Sustainability Statement 114 Description of the processes to identify and assess material ESRS 2 IRO-1 Material  Sustainability Statement  50 impacts, risks and opportunities G1-1 Business conduct policies and corporate culture Material Sustainability Statement 114 G1-2 Management of relationships with suppliers Material Sustainability Statement 115 G1-3 Prevention and detection of corruption and bribery - - - G1-4 Incidents of corruption or bribery - - - G1-5 Political influence and lobbying activities - - - G1-6 Payment practices Material Sustainability Statement 115, 116 G1-entity specific Cybercrime and cybersecurity Material Sustainability Statement   116 IRO-2 List of datapoints in cross-cutting and topical standards that derive from other EU legislation ESRS Benchmark EU Climate ESRS Benchmark EU Climate Disclosure requirement and related SFDR Pillar 3 Disclosure requirement and related SFDR Pillar 3 Disclosure regulation law Materiality  Section  Page Disclosure regulation law Materiality  Section  Page data point reference reference data point reference reference Requirement reference reference Requirement reference reference Board's gender diversity paragraph Gross Scope 1, 2, 3 and Total GHG x x Material  SS  46  x  x  x Material  SS  72 21 (d) emissions paragraph 44 ESRS 2 GOV-1 ESRS E1-6 Percentage of board members who Gross GHG emissions intensity x Material  SS  46 x  x  x Material  SS  72 are independent paragraph 21 (e) paragraphs 53 to 55 ESRS 2 GOV-Statement on due diligence GHG removals and carbon credits x Material  SS  48 ESRS E1-7 x  Material  SS  74 4 paragraph 30 paragraph 56 Involvement in activities related to Exposure of the benchmark portfolio Not Not fossil fuel activities paragraph 40 x  x  x n/a  - to climate-related physical risks x n/a  - material material (d) i paragraph 66 Involvement in activities related to Disaggregation of monetary n/a Not Not chemical production paragraph 40 x x n/a  - amounts by acute and chronic x - material material (d) ii physical risk paragraph 66 (a) ESRS 2 SBM-1 Involvement in activities related to Location of significant assets at n/a Not Not controversial weapons paragraph x x n/a  - ESRS E1-9 material physical risk paragraph 66 x - material material 40 (d) iii (c). Involvement in activities related to Breakdown of the carrying value of n/a Not Not cultivation and production of x n/a  - its real estate assets by energy-x - material material tobacco paragraph 40 (d) iv efficiency classes paragraph 67 (c). Transition plan to reach climate Degree of exposure of the portfolio n/a x  Material  SS  65 Not neutrality by 2050 paragraph 14 to climate- related opportunities x - material ESRS E1-1 Undertakings excluded from Paris-paragraph 69 Not aligned Benchmarks paragraph 16 x  x n/a  - Amount of each pollutant listed in material (g) Annex II of the E-PRTR Regulation GHG emission reduction targets ESRS E2-4 (European Pollutant Release and x Material  SS  82 ESRS E1-4 x  x  x Material  SS  67 paragraph 34 Transfer Register) emitted to air, Energy consumption from fossil water and soil, paragraph 28 sources disaggregated by sources Water and marine resources Not n/a x Material  SS  70 x - (only high climate impact sectors) paragraph 9 material paragraph 38 Not n/a ESRS E3-1 Dedicated policy paragraph 13  x - ESRS E1-5 Energy consumption and mix material x Material  SS  70 paragraph 37 Sustainable oceans and seas Not n/a x - Energy intensity associated with paragraph 14 material activities in high climate impact x Material  SS  70 Total water recycled and reused Not n/a ESRS E3-4 x - sectors paragraphs 40 to 43 paragraph 28 (c) material ESRS Benchmark EU Climate ESRS Benchmark EU Climate Disclosure requirement and related SFDR Pillar 3 Disclosure requirement and related SFDR Pillar 3 Disclosure regulation law Materiality  Section  Page Disclosure regulation law Materiality  Section  Page data point reference reference data point reference reference Requirement reference reference Requirement reference reference 3 Total water consumption in m per n/a Workplace accident prevention Not net revenue on own operations x - policy or management system x Material SS  100 material paragraph 29 paragraph 23 Not n/a grievance/complaints handling Paragraph 16 (a) i  x - ESRS S1-3 x Material SS  101 material mechanisms paragraph 32 (c) ESRS 2- SBM 3 Not n/a Paragraph 16 (b)  x - Number of fatalities and number - E4 material and rate of work-related accidents x x Material SS  104 Not n/a Paragraph 16 (c)  x - paragraph 88 (b) and (c) material ESRS S1-14 Number of days lost to injuries, Sustainable land / agriculture Not accidents, fatalities or illness x Material SS  104 practices or policies paragraph 24 x n/a  - material paragraph 88 (e) (b) Unadjusted gender pay gap ESRS E4-2 Sustainable oceans / seas practices Not x x Material SS  104 x n/a  - paragraph 97 (a) or policies paragraph 24 (c) material ESRS S1-16 Excessive CEO pay ratio paragraph Policies to address deforestation Not x Material SS  105 x n/a  - 97 (b) paragraph 24 (d) material Incidents of discrimination Non-recycled waste paragraph 37 x Material SS  105 x Material SS  89 paragraph 103 (a) (d) ESRS E5-5 ESRS S1-17 Non-respect of UNGPs on Business Hazardous waste and radioactive Not x Material SS  89 and Human Rights and OECD x x -  - waste paragraph 39 material Guidelines paragraph 104 (a) Risk of incidents of forced labour Not x n/a  - Significant risk of child labour or ESRS 2- SBM3 paragraph 14 (f) material ESRS 2- SBM3 Not forced labour in the value chain x n/a  - - S1 Risk of incidents of child labour Not – S2 material x n/a  - paragraph 11 (b) paragraph 14 (g) material Human rights policy commitments Not Human rights policy commitments x n/a  - x Material SS  100 paragraph 17 material paragraph 20 Policies related to value chain Not Due diligence policies on issues x n/a  - workers paragraph 18 material addressed by the fundamental x Material SS  100 Non-respect of UNGPs on Business ESRS S1-1 International Labor Organisation Not ESRS S2-1 and Human Rights principles and x x n/a  - Conventions 1 to 8, paragraph 21 material OECD guidelines paragraph 19 Processes and measures for Not Due diligence policies on issues preventing trafficking in human x n/a  - material addressed by the fundamental Not beings paragraph 22 x n/a  - International Labor Organisation material Conventions 1 to 8, paragraph 19 ESRS Benchmark EU Climate Disclosure requirement and related SFDR Pillar 3 Disclosure regulation law Materiality  Section  Page data point reference reference Requirement reference reference Human rights issues and incidents connected to its upstream and Not ESRS S2-4 x n/a  - downstream value chain paragraph material 36 Human rights policy commitments Not x n/a  - paragraph 16 material ESRS S3-1 non-respect of UNGPs on Business Not and Human Rights, ILO principles or x x n/a  - material OECD guidelines paragraph 17 Human rights issues and incidents Not ESRS S3-4 x n/a  - paragraph 36 material Policies related to consumers and ESRS S4-1 x       Material SS  109 end-users paragraph 16 Non-respect of UNGPs on Business and Human Rights and OECD x    x   Material SS  109 guidelines paragraph 17 Human rights issues and incidents Not ESRS S4-4 x       -  - paragraph 35 material United Nations Convention against Not ESRS G1-1 x       n/a  - Corruption paragraph 10 (b) material Protection of whistle- blowers Not x       n/a   paragraph 10 (d) material Fines for violation of anti-corruption Not ESRS G1-4 and anti-bribery laws paragraph 24 x    x   n/a  - material (a) Standards of anti- corruption and Not x       n/a  - anti- bribery paragraph 24 (b) material E1 Climate Change Progress overview: climate change We made tangible progress towards our climate commitments, anchored in our science-based targets and Net-Zero ambition by 2040. Our actions reflect measurable improvements across operations, value chain collaboration, and product innovation. Throughout the 2024/25 financial year, we: Reduced Scope 1 and 2 emissions by 54% year-on-year, and by 94% compared to our 2021/22 baseline, and reduced Scope 3 emissions by 7% year-on-year and by 38% compared to baseline. Scope 1+294% reduction2021/22 2022/23 2023/24 2024/25Scope 338% reduction2021/22 2022/23 2023/24 2024/25Achieved 100% renewable electricity in our operations, one year ahead of schedule, using certificates sourced from Danish solar and wind projects. Advanced our circularity transition through product design aligned with Cradle to Cradle (C2C) principles, increasing certification coverage and embedding modularity, longevity and repairability. Decreased energy consumption at our main production site in Struer by 3%, supported by heating and electricity savings, and substantial reductions in natural gas  (–68%), petrol (–61%), and diesel (–17%). Enhanced emissions monitoring and control systems, including quarterly tracking, Scope 3 working groups, and strengthened validation of GHG data inputs and calculations. Introduced a new car fleet policy to phase out all company vehicles and transition to an allowance-based scheme, aiming for 100% EVs by 2026/27. We continue to expand the coverage and quality of our product carbon footprint assessments. As we prepare for future milestones, including full vehicle fleet electrification and further logistics decarbonisation, we remain firmly committed to delivering on our Net-Zero ambition. E1.SBM-3 Climate change – impacts,  risks and opportunities Climate change presents both operational risks and strategic opportunities for Bang &amp; Olufsen. Disruptions across our value chain, energy-intensive product use, and emissions from logistics highlight the need for resilience and emissions reduction. By advancing circular business models and collaborating with partners to scale renewable energy, we aim to drive long-term value and environmental impact. // Location in Time Material impacts, risks and opportunities  IRO  I, R or O  Description value chain* horizon** Climate Climate change Changes in value chain Risk, Potential If value chain partners fail to adapt to climate impacts, this could pose significant risks to US L E1 Change adaptation negative our operations and supply chain, affecting long-term business resilience. impact Climate change Energy sources, GHG Opportunity,  Leading the shift to a circular economy offers both environmental and financial US, OO, DS S, M, L mitigation emissions, circularity Positive Impact opportunity. By working with our ODMs (Original Design Manufacturers), distribution partners and value chain to scale renewable electricity and support emission reductions, we strengthen our market position. Circular business models that decouple hardware sales from revenue enable new value streams, greater resource efficiency and long-term profitability. Energy Energy consumption, use Risk, Actual Our energy consumption—across operations, product use and logistics—contributes to US, OO, DS S, M, L phase emissions negative GHG emissions and climate change. This includes emissions from our products (some of impact which are always on), operational energy use, and increased emissions from longer or disrupted shipping routes, particularly when air freight is required. E1-1 Climate change mitigation Material IRO description How do we manage the IRO Scope 1 and 2 (own operations) Reductions in Scope 1 and 2 emissions are a key aspect of our decarbonisation strategy, monitored quarterly by the scope 1 and 2 working group. Falling under a high impact Negative impacts arise from reliance on fossil sector, reducing reliance on fossil fuels within Struer manufacturing facilities will see fuels for owned vehicles, heating, and positive contributions on emissions within the sector electricity consumption within own facilities Purchasing renewable energy certifications for all of Bang &amp; Olufsen’s owned operations contributes to the net reduction of emissions. Scope 3 emissions from decarbonising supply We have strategic targets to reduce scope 3 emissions in accordance with SBTi. This chain includes increased supplier engagement with strategic suppliers where we have introduced decarbonisation targets into our Quarterly Business Reviews. (a)  Upstream emissions associated with material extraction, manufacturing, and Bang &amp; Olufsen’s strategic transitioning towards circular design will support climate distribution of products mitigation through efforts to reduce reliance on virgin materials and reusable materials (b)  Downstream emissions from use phase of ending up as waste products and end-of-life E1-1 Transition plan for climate change mitigation We are committed to climate change mitigation. Consequently, we have included various decarbonisation targets and levers across all scopes in order to achieve our SBTi validated targets. However, we do not have a formal transition plan or climate change mitigation policy, but will work towards having it in place by 2026/27. We have a commitment to be Net-Zero by 2040, validated SBTi targets in Scope 1 and 2 of -90%, Scope 3 of 37.8% via our decarbonisation efforts in own operations and value chain as mentioned in the following chapters. Furthermore, transition into a circular economy via repairability, longevity and the introduction of C2C certification will strongly support the climate mitigation efforts. To support the transition/target we have exchanged our gas boiler for an electrical boiler powered by wind in our production facility in Struer. In addition, we are purchasing 100% renewable electricity, introducing energy-saving measures, considering limited reconstruction and improving insulation. We also collaborate with the local Struer-based energy company on decarbonising the central heating. Our ambition to electrify our car fleet is progressing as well. In Scope 3, we focus on transitioning from airfreight to sea freight and road freight, increasing use of recycled materials instead of *US: Upstream; OO: Own Operations; DS: Downstream ** S: Short; M: Medium; L: Longvirgin materials, while also collaborating with suppliers on decreasing the use of water, electricity and heating during production as well as increasing the use of renewable energy. In relation to climate change mitigation, explanation and quantification of our investments these are listed</mrv:SustainabilityReport>
   <mrv:DescriptionofTheTaxonomyRegulation contextRef="ctx-1" id="f1__s10__7__14" xml:lang="en">EU Taxonomy. While sustainability remains a core element of how we operate and evolve as a business, our current efforts have primarily focused on maturing key internal frameworks — including life cycle assessments, circular design strategies, and climate risk methodologies. At this stage, we do not yet have a formal CapEx plan or concrete roadmap for Taxonomy alignment of our core activities. This is due in part to prioritisation of other foundational initiatives and the resource requirements of a full alignment assessment. Nevertheless, the EU Taxonomy is one of several frameworks we consider as we continue evolving our approach to sustainable innovation, particularly in areas such as circular business models and low-carbon design.  Addressing locked-in emissions  Complex locked-in emissions are primarily found in our product portfolio. The longer the lifetime the higher the lock-in emissions for our products. Achieving our emission reduction targets can be jeopardised by a slow transition towards decarbonising the global electricity grid. Fossil fuel powered grids can increase emissions associated with use of our products and it is difficult for us to provide insights to clients about the source of their local power supply. Yet, we are committed to optimising energy consumption and efficiency. This is explained further in E1-4. Similar issues may be associated with our digital infrastructure running on fossil fuel powered grids.   While we strive for improved modularity and circularity of products and encourages reuse, refurbishing, remanufacturing, and recycling of products, regions where these options are not fully implemented may result in improper end-of-life waste management. Key drivers in a future transition plan for climate change mitigation will include updating our climate related targets, moving into circular economy and modifying our products according to C2C principles and certifying all eligible products according to C2C. In addition, all new products must be designed to be C2C certifiable, have a high level of repairability, serviceability and availability of spare parts, as well as consider longevity design - meaning it will be a reliable product that will last a long time. As part of the C2C certification process, we are also investing in various carbon offsetting projects and biodiversity projects.  We have entered into a new revolving credit facility agreement with Nordea Bank as of14 May 2025 that will be linked to our sustainability targets, just as our last credit facility agreement was linked to our performance within GHG emission reductions and the creation of Life Cycle Assessments (LCAs) for chosen products.  We measure progress on our targets and report quarterly to the Sustainability Committee. Progress andperformance are primarily assessed against our SBTi targets, our FMC targets, our targets to reduce energy consumption from fossil fuels including achieving 100% renewable electricity in operations and a 100% electrified vehicle fleet. Overall, we deem progress towards our targets to be progressing well. While we missed our target to achieve a 100% electrified vehicle fleet in 2024/25 we are confident this target will be achieved in 2027/28. Our metrics for E1 are not validated by any other external body than our assurance provider. // E1-2 Climate policies Our climate commitments are guided by our Stakeholder and Sustainability Policy, with key elements addressed in the chapters titled ESG, Environmental Impact, and Longevity.  Our Stakeholder and Sustainability Policy outlines our approach to managing the material sustainability matters. The policy sets out our general objectives, which include conducting our business in a responsibleand transparent manner and respecting internationallyrecognised principles for environmental and climate impact, ethics, human and labour rights, and anti-corruption, while engaging our key stakeholders. It specifically mentions climate change as an environmental focus, with further elaboration on the focus on impact through our Net Zero target and increased usage of recycled aluminium as also elaborated on in the previous section on transition plan for climate change mitigation. To ensure ongoing alignment and effectiveness, the policy is supported by regular monitoring processes. These include an annual policy review by relevant stakeholders and approval by the Board of Directors, as well as an in-depth annual assessment of the level of compliance with the Stakeholder and Sustainability Policy as presented by the Director of Corporate Responsibility to the Board of Directors. The policy applies to all Bang &amp; Olufsen’s corporate entities and all Bang &amp; Olufsen’s employees globally. Ultimate accountability for the implementation of the Stakeholder and Sustainability Policy rests with Chief Corporate Commercial Officer (a member of the Executive Management Board), who reports to the ChiefExecutive Officer. Operational execution and oversight are delegated to Director of Corporate Responsibility and the Sustainability Committee. These commitments are further outlined in our sustainability ambition. While energy efficiency and the use of renewable energy are not governed by a E1-4 GHG emission reduction targets Unit Target Absolute value of total Greenhouse gas emissions reduction tCO2e 19,469  Percentage of total Greenhouse gas emissions reduction (as of % 90 emissions of base year) Absolute value of Scope 1 Greenhouse gas emissions reduction tCO2e 0.627 tCO2e by 2028/29 (Combined target for scope 1 and 2 market-based) Percentage of Scope 1 Greenhouse gas emissions reduction (as % 90% of our baseline emissions (2021/22) of emissions of base year) Percentage of market-based Scope 2 Greenhouse gas emissions % 90% of our baseline emissions (2021/22) reduction (as of emissions of base year) Absolute value of Scope 3 Greenhouse gas emissions reduction tCO2e 117,195 tCO2e by 2029/30 18.5 tCO2e by 2039/40 Percentage of Scope 3 Greenhouse gas emissions reduction (as % 37.8% by 2039/30 of emissions of base year) 90% by 2039/40 Cross sector (ACA) reductions pathway based on the year 2020 % -42% by 2030 as the reference year -90% by 2050 Based on Pathways to Net zero – SBTi Technical Summary (version 1.0 October 2021) standalone policy due to prioritisation of resources, they are integral to our science-based targets validated by the SBTi, as well as our broader decarbonisation efforts and Cradle to Cradle (C2C) certifications. We have not set a timeline for adopting a policy for energy efficiency and use of renewable energy. // E1-3 Climate actions As a company, we are determined to help battle climate change. Budget is allocated to drive initiatives within the Sustainability team as well as other relevant departments. However, a dedicated budget to cover all climate-related targets and actions has not been established. Scope 3 climate related resources are tied to respective partners or suppliers within the value chain. While we have identified relevant decarbonisation levers, we have not yet related them to significant CapEx and OpEx. // E1-4 Climate targets In 2023/24, our climate action targets—both short- and long-term—were officially validated by the Science Based Targets initiative (SBTi). Our commitments are aligned with the goal of limiting the global temperature rise to 1.5°C above pre-industrial levels, in line with the latest climate science. This means we are committed to reducing our total emissions by 90% compared to our 2021/22 baseline, and to neutralising any remaining emissions through the use of high-quality carbon removals. In 2022/23 we completed a full inventory of our Scope 1, 2 and 3 emissions for the first-time using 2021/22 as a baseline. Unfortunately, we are not able to confirm whether this is an outlier compared to previous years’ performance as data has not been collected backwards. However, we consider this year emissions to be a close reflection of our business' normal activities. The targets have predominantly been set through workshops with relevant internal stakeholders, as well as conversations with the SBTi and First Movers Coalition organisations.   Our validated Net-Zero climate action targets: Near-term targets: •  To reduce our operational emissions by 90% by 2028/29 (Scope 1 and 2) •  To reduce our value chain emissions by at least 37.8% by 2029/30 (Scope 3) Long-term targets: •  To maintain at least 90% absolute operational emission reductions from 2028/29 through 2039/40 •  To reach Net-Zero in 2039/40 across our entire value chain (Scope 1, 2, and 3) We have also set targets to reduce the energy consumption from fossil fuels.  Three years ago, we promised to achieve 100% renewable electricity in operations by 2024/25. We achieved this target ahead of time, in 2023/24. In 2024/25 we have again ensured that 100% of our electricity consumption is supplied from renewable projects, via the purchase of renewable energy certificates. We have set strict time and geography-origin criteria to ensure that we only buy the highest quality certificates available.   Another target for 2024/25 was to achieve a 100% electrified vehicle fleet (company cars, not service fleet). During the past 3 years, we have made significant progress on phasing out diesel and petrol vehicles from our fleet and enforced an internal policy to transition our fleet. Unfortunately, we have not been able to meet this target on time. However, new revised targets and E1-4 Climate change mitigation – Decarbonisation levers Material IRO description How do we manage the IRO 100% electric fleet We have introduced policies to support the Switching the Over-reliance on fossil fuel cars can be mitigated through a transition to low-company car policy to an allowance based scheme and carbon alternatives or reducing the need for company owned vehicles and will continue to expand the GFS fleet with electric therefore reducing operational emissions vehicles FMC Commitment We will be using at least 50% recycled aluminium by Upstream emissions associated with extraction and manufacturing of virgin 2030 as part of our FMC commitment, with further plans aluminium can be mitigated through introducing recycled and low-carbon of using additional low carbon aluminium being alternatives explored Store emissions We have begun assessing how best to engage our Reliance on electricity grid that runs on fossil fuel energy inputs can result in monobrand retail partners on renewable energy stores being subject to contributing to growing emissions. Following a similar sourcing, including providing guidance through materials strategy to Scope 2 electricity consumption can ensure stores can begin to such as the retail handbook. While implementation has decarbonise the electricity consumption not yet started, this marks the first step in supporting partners in transitioning to more climate-friendly energy sources. processes have been agreed upon to ensure a swift transition to electrifying our vehicle fleet. In 2024/25, we have enforced a new policy to phase out ALL vehicles (i.e. company cars provided as employee benefits)  from our fleet and move towards an allowance-based scheme. This initiative will support the progressive reduction of our operational emissions.We are still supporting the transition towards low-carbon transport modes by building the allowance packages based on the average cost of leasing, maintaining and charging an electric vehicle.  As a result, we will phase out all non-EV company cars by end 2026/27 (company cars, not service fleet). We are set to expand our Global Fleet Service (GFS) to uphold our strong commitment to high quality client service and therefore, have committed to ensuring that our current and future vehicle fleet will be 100% electric by 2028/29. •  All existing leases in EMEA will be switched from diesel to 100% EVs by end 2027/28 •  All new leases in EMEA will be EV leases •  AMR vehicle fleet will be 100% electric by 2028/29  Our climate reduction targets were developed in alignment with the 1.5-degree pathway recommended by the Paris Agreement and approved and validated by the Science Based Targets initiative. Our Scope 1 and 2 targets encompass all regions where we operate. Given that Denmark represents our largest operational footprint, significant emission reduction efforts here will be instrumental in achieving our goals. As no industry-specific pathway is applicable to our company, we have used a cross-sector pathway to model our absolute contraction targets.  We have investigated numerous decarbonisation levers related to Scope 3 and evaluated the potential impact in terms of achieving our short- and long-term targets. Certain decarbonisation levers are currently in process such as our FMC (First Movers Coalition) commitment to low carbon aluminium consumption. We have committed to ensuring that at least 50% of all aluminium procured by 2030 will be secondary aluminium and an additional 10% will be produced with low-carbon technologies by 2030. This could result in a total savings of 6,999 tCO2e in the future compared to the 2021/22 base year. We have integrated new decarbonisation metrics into our Quarterly Business Reviews (QBR) scoring system, working with select tier 1 suppliers to understand the maturity of their decarbonisation efforts and how this impacts us. Moreover, in the next financial year 2025/26, we will start engaging with its monobrand store owners to begin procuring 100% clean energy (electricity). This has a reduction potential of 4.599 tCO2e (-2.5%) compared to 2021/22. Our efforts paid off, 94% reduction in Scope 1 and 2 emissions from FY21/22 to FY24/25 tCO2ehundreds6269We expect to meet our SBTi target 94% for Scope 1 and 2reductionSBTi target993 7656273722021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29Scope 3 emissions: SBTi target &amp; performance tCOe thousands189132 125 117 115SBTiNet-Zero target19 We aim to significantly reduce our reliance on air freight by shifting 40% of current air shipments to land and 30% to sea freight, thereby improving the sustainability of our logistics footprint. In addition, we are exploring options to reduce the energy consumption of select products. Use phase emissions are a significant portion of our carbon footprint. As part of our ongoing efforts, we are focused on optimising energy consumption during our product’s lifetime with our Mozart Platform™ for powerful home speakers. Our platform features an intelligent power management system that monitors usage and switches to low-energy modes when possible. Furthermore, we also work with AI solutions to optimise product power consumption and battery lifetime. We also aim to utilise the most efficient power supplies and optimisers to ensure maximum energy efficiency and are continuously working on future optimisations to further reduce energy losses. We have calculated relevant IEA scenarios assessing emission reduction potentials from grid decarbonisation. Three scenarios have been tested Stated Policy Scenarios (STEPS), Announced Pledges Scenarios (APS), and Net Zero Emissions (NZE), in an attempt to understand how different policies can support us in emissions reduction through Use of Sold Products (Cat.11). Taking the most conservative approach (STEPS), we have an emissions reduction potential of 20,725 (-11%) tCO2e by 2030 compared to 2021/22, and a further 6,445 (-3.5%) tCO2e between 2030 and 2040 compared to 2021/22. We recognise that achieving our Scope 3 targets requires strong collaboration across the value chain. That is why we engage in regular discussions with our suppliers on material sourcing and renewable energy installations. Additionally, we work closely with store owners in all regions where we operate, encouraging a transition to more sustainable energy consumption. To ensure the consistency and comparability of our emissions disclosures, we have developed a detailed calculation methodology for each and every of our emissions categories. This consists of an extensive manual which is reviewed annually by our external auditors. In alignment with the Science-Based Targets Initiative’s criteria, we have also established a rebaselining policy. Every year, we review our GHG emissions calculation, methodology and emission factors. As a result, we may find improved ways of assessing our impacts that might have an effect on our previously reported emissions. To guarantee the comparability of our results overtime, the policy defines a quantitative threshold which if surpassed will trigger the recalculation of our baseline results. BP-2 We have updated our baseline year emissions based on significant changes in the calculation methodologies which triggered a baseline recalculation. One of the main changes that has triggered a 2021/22 baseline recalculation is changes in the electricity emission factor databases used. This impacts both Scope 2 and specific Scope 3 categories (3.3, 3.8, 3.9, and 3.11). Improved data quality for Bang &amp; Olufsen products through life cycle assessment has enabled us to get a more detailed understanding of the product carbon footprint emissions of specific products. Another significant change has been  improvements in product information allowing for improved quality of Product Carbon Footprint (PCF) factors being used to calculate emissions of select products in category 1. // E1-5 Energy consumption Bang and Olufsen’s NACE classification is “C26.4.0 – Manufacture of consumer electronics”, making it part of the high climate impact sectors. Energy consumption data collected is to be converted into greenhouse gas emissions by utilising suitable and consistent emission factors for each fuel type and market, if applicable.. Corporate Responsibility and Finance are responsible for executing the controls on the calculated emissions. This is performed through a set of sample checks where cross-checks are performed on our most significant hotspots with the ultimate aim of reducing our reporting risks. These controls are executed together with the controls on the underlying activity data, as described in our accounting principles.  Controlling activity data of our operations in Denmark occurs every quarter as these act as inputs for emissions being reported quarterly. The remaining emissions are controlled once a year, before publication.// 2E1-5 Energy ConsumptionEnergy consumption and mix Comparative (2021/22) 2024/25 Fuel consumption from coal and coal products (MWh) -  - Fuel consumption from crude oil and petroleum products (MWh) 2,100 MWh  694 MWh Fuel consumption from natural gas (MWh) 3,236 MWh  27 MWh Fuel consumption from other fossil sources (MWh) -  - Consumption of purchased or acquired electricity, heat, steam and cooling from fossil 4,300 MWh 2,006 MWh sources (MWh) Total fossil energy consumption (MWh) 9,636 MWh  2,727 MWh Share of fossil fuels sources in total energy consumption (%) 46%  16.2% Consumption from nuclear sources (MWh) -  - Share of consumption from nuclear sources (%) -  - Fuel consumption for renewable sources, including biomass (also comprising industrial - - and municipal waste of biologic origin, biogas, renewable hydrogen, etc.) (MWh) Consumption of purchased or acquired electricity, heat, steam, and cooling from - 14,114 MWh renewable sources (MWh) The consumption of self-generated non-fuel renewable sources (MWh) -  - Total renewable energy consumption (MWh) 2,483 MWh  14,114 MWh Share of renewable sources in total energy consumption (%) 16%  84% Total energy consumption (MWh) 20,866 MWh  16,866 MWh 3E1-5 Energy intensity per net revenue2021/22 2024/25 Total energy consumption from activities in high climate impact sectors per net revenue 6.91 6.58 from activities in high climate impact sectors 2 Energy and emissions data for scopes 1 and 2 refer to the consolidated company Bang &amp; Olufsen A/S global organisational footprint and financial year from 1 June to 31 May 2025. Energy data excludes feedstocks and fuels not combusted for energy purposes. The energy calculations have avoided double counting of fuel consumption for self-generated energy and are not offsetting energy consumption. Not counting energy sourced within the organisational boundary under "purchased or acquired" energy.  Accounting for steam, heat, or cooling received as "waste energy" from third-party industrial processes. Have accounted for renewable hydrogen as a renewable fuel.3 All energy consumption is considered to be HCIS. Energy intensity is derived only from the total energy consumption and net revenue from activities associated with the consolidated company Bang &amp; Olufsen A/S.3E1-6 GHG EmissionsIn 2024/25, operational energy consumption was reduced by 5% compared to the previous year due to a decrease in both heating and electricity consumption at our Struer campus. 2024/25 saw a significant reduction in the consumption of other fuels such as natural gas (68% reduction), petrol (61% reduction), and diesel (17% reduction). This continues the trend seen in 2023/24 with further progress being made by focusing on electrifying processes and vehicles. Our GHG emissions continued to see significant reductions this year. The main reason is energy inputs for heating production at Struer Energi shifting further towards renewable inputs. Scope 1 and 2 emissions fell to 372 toCO2e (market-based) dropping 54% YoY and a 94% reduction compared to our base year (2021/22). Disaggregation of Scope 1 and 2 emissions by gas type can be found on page 73. Total Scope 3 emissions fell by 8% compared to last yearand by 39% compared to the base year. Similar to last year, two categories contributed to the majority of the emissions. In 2024/25, Category 1 accounted for 50% of total emissions and Category 11 accounted for 35%. The reduction in emissions predominately comes from a drop in total units sold. Moreover, we increased the total aluminium consumption that was low-carbon (2.7 kgCO2/kg) to 30%. Category 9 downstream transportation and distribution emissions saw an increase due to improvements in data collection methodology for 2024/25. Emissions by market segment by product type can be found on page 73. Low Carbon Aluminium (kg) 393.322  343.354 30%16%2023/24 2024/25Low carbon aluminium Total aluminiumContractual Instruments Data breakdown by subsidiaries is not available at the moment. However, since +95% of our scope 1 and 2 emissions arise from our facilities in Denmark we do not consider it relevant for our stakeholders to tier down our results by subsidiaries. We source 100% of our renewable electricity using renewable electricity certificates. These certificates are source, geography and time bounded. In other words, we only buy certificates that: i) Come from wind and/or solar power plants ii) Were produced by energy farms in the same grid area as the point of consumption. (In Europe, all our consumption is covered by certificates from Denmark-based projects. Due to our low electricity consumption outside of Denmark, we are not able to source certificates from each individual market in a cost-effective way. However, since the Danish grid is connected to the ENTSOE network, renewable production in this country can benefit other countries in the network.) E1-6 Percentage of contractual instruments related to Scope 2 GHG emissions Total energy consumption (scope 2 only) linked to 0% bundled energy attribute claims / Total energy consumption (scope 2 only) Total energy consumption (scope 2 only) linked to 51% unbundled energy attribute claims (aka electricity) / Total energy consumption (scope 2 only) Note: Unbundled energy represent renewable energy certificates purchased separately from the physical electricity.iii) Are linked to electricity produced during the same calendar year of consumption We only use contractual instruments to track the origin of our electricity consumption, i.e. heating is not covered. All our renewable electricity contracts are unbundled from our electricity purchases. In collaboration with Energi, certificates are purchased retroactively based on electricity consumption from 2023/24. Additional certificates are purchased if required. The calculations are made in line with the GHG Protocol Scope 2 methodology. Emission factors can be found under GHG emissions calculation factors.  Energy consumption and GHG emission are internally monitored through the Scope 1 and 2 working group and the Scope 3 Peer working group, ensuring relevant stakeholders are aligned with metrics used to monitor progress. Additionally, we report our sustainability progress to Nordea. Scope 1 and 2 emissions arise mainly from our energy consumption. Therefore, the calculation of these emissions is dependent on the prior collection of energy consumption during the reporting period. 3 Notes: Our consolidated GHG emissions inventory includes emissions from all entities within our financial consolidation scope, including joint ventures, associates, and contractual joint arrangements, where applicable, in line with the GHG Protocol and financial control approach, and financial year from 1st June to 31st May 2025. This data is presented as collected and calculated using the operational control approach to classify our emission sources into Scope 1, 2, and 3 as defined by the GHG Protocol Corporate Standard The energy calculations have avoided double counting of fuel consumption for self-generated energy and are not offsetting energy consumption. Not counting energy sourced within the organisational boundary under "purchased or acquired" energy.  Accounting for steam, heat, or cooling received as "waste energy" from third-party industrial processes. Have accounted for renewable hydrogen as a renewable fuel Energy consumption data collected is converted into greenhouse gas emissions by utilising suitable and consistent emission factors for each fuel type and market, if applicable. We use emission factors from our suppliers when available, and ecoinvent and DEFRA databases (the Danish Department for Environment, Food &amp; Rural Affairs), to translate this activity data into CO2e or greenhouse gas emissions, which we update yearly. Corporate Responsibility is responsible for assigning a suitable emission factor from the previous databases and converting kilowatt-hours into tones of each of the seven greenhouse gases as required by CSRD ESRS 1 AR 39 (i.e., CO2e, CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3). In many cases, emission factors are primarily presented as CO2e, and in the best scenarios, there are distinct factors available for CO2, CH4, and N2O. Therefore, we will strive to expand the scope of gases reported but our efforts will be limited by the availability of databases. Scope 3 emissions arise from various sources. Our value chain emissions cover the extraction and processing of raw materials, the assembly of our products, transport and distribution to stores and clients, electricity during the use phase and the end-of-life. Differences in the nature of these emission sources explain the complexity of accounting for these emissions. We prioritise utilising primary data instead of spend-based data whenever possible. As of the end of 2023/24, E1-6 Disaggregated GHG emissions Retrospective Milestones and target years Annual % target/ 2024/25  2021/22  Delta  % Delta/Delta-1  2025  2030  (2050) Base year Scope 1 GHG emissions Gross Scope 1 GHG emissions t(CO2e) 190  1,212^  (1,022)  (81%)  No Scope 1 specific No Scope 1 specific No Scope 1 specific No Scope 1 specific target target target target Percentage of Scope 1 GHG emissions from regulated N/A  N/A  N/A  N/A  N/A  N/A  N/A  N/A emissions trading schemes (%) Scope 2 GHG emissions Gross location-based Scope 2 GHG emissions (tCO2e) 1,159  1,868^  (709)  (38%) No Scope 2 specific No Scope 2 specific No Scope 2 specific No Scope 2 specific target target target target Gross market-based Scope 2 GHG emissions (tCO2e) 183  5,057^  (4,874)  (96%)  No Scope 2 specific No Scope 2 specific No Scope 2 specific No Scope 2 specific target target target target Biogenic emissions 60  18  42  70%  No specific target  No specific target  No specific target  No specific target Significant Scope 3 GHG emissions Total Gross indirect (Scope 3) GHG emissions (tCO2e) 115,191  188,416^  (73,285)  (39%)  N/A  117.195  18.5 (2040)  (5%) Purchased goods and services 58,021  91,512^  (32,559)  (35%)  No specific target  No specific target  No specific target  No specific target Capital goods 1,145  6,181  (5,035)  (81%)  No specific target  No specific target  No specific target  No specific target Fuel and energy-related activities 1,278  2,268^  (989)  (56%)  No specific target  No specific target  No specific target  No specific target Upstream transportation and distribution 1,717  11,164  (9,447)  (84%)  No specific target  No specific target  No specific target  No specific target Waste generated in operations 102  113  (12)  (9%)  No specific target  No specific target  No specific target  No specific target Business travel 1,106  1,182  (76)  (6%)  No specific target  No specific target  No specific target  No specific target Employee commuting 880  1,002  (122)  (12%)  No specific target  No specific target  No specific target  No specific target Upstream leased assets 108  93  16  16%  No specific target  No specific target  No specific target  No specific target Downstream transportation and distribution 9,398  7,772^  1,626  21%  No specific target  No specific target  No specific target  No specific target Processing of sold products 65  101^  (36)  (36%)  No specific target  No specific target  No specific target  No specific target Use of sold products 40,714  66,078^  (25,364)  (38%)  No specific target  No specific target  No specific target  No specific target End-of-life treatment of sold products 656  951  (296)  (31%)  No specific target  No specific target  No specific target  No specific target Downstream leased assets N/A               Franchises N/A               Investments N/A               Total GHG emissions Total GHG emissions (location-based) (tCO2e) 116,350  191,496^  (75,146)  (39%)         Total GHG emissions (market-based) (tCO2e) 115,374  194,685^  (79,311)  (41%)  N/A  117,195  18,842 (2040)  (5%) our largest emission hotspots are calculated using different levels of primary data either provided by our suppliers (e.g., transportation emissions reports, energy consumption in assembly) or from internal databases (e.g., products' energy consumption, bill of materials and usage patterns). On the other hand, spend-based factors are used to account for capital goods and services emissions. We report scope 3 emissions for a total of 12 emission categories, as defined by the GHG Protocol. Categories 13 (Leased assets), 14 (Franchises) and 15 (Investments) have been deemed as immaterial to our business.  The data collection process varies from category to category, as data is usually collected from different points of contact in the organisation and from our suppliers. When available, we utilise supplier and product-specific emission factors. As we advance in our LCA programme, we will keep expanding the base of our products, covered by detailed carbon assessments, therefore diminishing the role of secondary data in our emissions accounting. We also utilise the results of in-house conducted LCAs as proxies for similar products. We also depend on ecoinvent's and DEFRA's databases (Department for Environment, Food &amp; Rural Affairs) to convert activity data into CO2e or greenhouse gas emissions, which we update yearly when possible. Data collection occurs once a year and is led by the Corporate Responsibility department. Data is compiled into the corresponding tabs of our GHG Inventory model (ESG Masterfile) where a suitable emission factor from the previous databases is assigned to each data point. These factors are used to convert kilos of materials, DKK of spend, etc., into tones of each of the seven greenhouse gases as required by CSRD ESRS 1 AR 39 (i.e., CO2e, CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3). In many cases, emission factors are primarily presented as CO2e, and in the best scenarios, there are distinct factors available for CO2, CH4, and N2O. We will therefore strive to expand the scope of gases reported but our efforts will be limited by the availability of databases. Corporate Responsibility has set a predefined number of controls on our emissions hotspots across different emission categories. These controls are carried out by two different sustainability experts with the aim of identifying miscalculations, incorrect assignment of emission factors or any other error that might result in erroneous results.  The nature of scope 3 emissions accounting ensures that there are various experts accountable for their input, including Finance, Retail and Procurement. Whenever a significant deviation is found in the data provided by these data providers, explanations are requested and registered to ensure a transparent track of our emissions performance. If an error in previous years' calculations and/or reported results is detected, these shall be registered and tracked in our internal systems. If the accumulated impact of the tracked errors is over the threshold defined in our GHG Inventory recalculation procedure, then we proceed with the recalculation of our baseline emissions. Please refer to this procedure in the Accounting Policy Energy and GHG emissions chapter for further details. //  E1-6 Disaggregation of Scope 1 emissions Scope 1 Unit 2023/24 2024/25 CO2CH4N20 Stationary combustion Natural gas tCO2e  17  6  6  -  - Mobile combustion Petrol tCO2e  101  39  38.78  0.11  0.08 Diesel tCO2e  174  145  143.21  0.02  1.72 E1-6 Disaggregated Scope 1 activity data Unit 2023/24 2024/25 Natural gas MWh  84  27 Vehicle Fuel (Petrol) MWh  397  153 Vehicle Fuel (Diesel) MWh  650  541 E1-6 Disaggregation of Scope 2 emissions Scope 2 Unit 2023/24 2024/25 CO2CH4N20 Location-based Electricity tCO2e  1,093  977  976  0.20  0.92 Heating tCO2e  510  183  179  1.15  3.03 Market-based Electricity tCO2e  -  -  -  -  - Heating tCO2e  510  183  179  1.15  3.03 2021/22  2024/25 E1-6 GHG intensity per net revenue Total GHG emissions (location-based) 64.9 45.7 per net revenue (tCO2eq/DKK) Total GHG emissions (market-based) per 66.2 45.3 net revenue (tCO2eq/DKK) Revenue can be found on page 128 of financial statements E1-7 GHG removals We currently utilise carbon offsets in line with Cradle to Cradle (C2C) certification requirements for all Bang &amp; Olufsen products in order to receive a C2C certificate. As of 2024/25, the current products that have C2C certifications and subsequent carbon credits are in the table to the right: All certifications purchased are either from the UN Framework Convention on Climate Change (UNFCCC) or Climate + and are Gold Standard certified. The offsets associated with these C2C certified products are specifically connected to the respective factory’s energy consumption over a three-year period (5% offset for Bronze certified products and 20% for Silver certified products) as required by the C2C Certification. Hence, either 20% or 5% of the energy consumption in the manufacturing facilities is accounted for. This is not part of our emissions reduction strategy to reach our near-term nor long-term reduction targets.  However, we do have a strategy to continue attaining C2C certifications for existing and future products, and therefore will indirectly continue to offset a proportion of electricity consumed by manufacturers. E1-7 Cradle-to-Cradle certified products Products tCO2e Carbon offset (%) Beoplay H100 23  20 Beosound Level 35  20 Beosound Theatre 30  5 Beoconnect Core 20  20 Beosound A1 3rd Generation 169  20 Beolab 8 84  5 Beosound A5 54  5 Beosound Level (RE) 54  20 Beosound Emerge 25  20 We do not invest in carbon offsetting projects for our residual emissions from their value chain; however, we will assess the viability of developing a plan in the future that aligns with our reduction targets. // BP-2 Accounting policy – energy and GHG emissions 1. Environmental data We consume energy from vehicle fuel, natural gas, electricity, and district heating for the operation of its business. This consumption is global in nature and comes from manufacturing sites, offices, retail locations, and company-owned or operated vehicles. This consumption generates greenhouse gas emissions, and our business operations consume water and generate waste. As a result, we have methodologies for the following data: 1.1. Energy consumption calculation methodology •  Electricity, district heating, and natural gas: This data is taken directly from supplier invoices as volume or cost, or from smart meters. Every year, we integrate more EVs and hybrid vehicles into our fleet. However, collecting the electricity consumption for these vehicles is not an easy task. We strive to use actuals, but when these are not available, we estimate power consumption based on each car model's efficiency. In the case of hybrid vehicles, we only account for the actual fuel consumption since power consumption data is unavailable, and estimations would be highly uncertain.  Total energy consumption (scope 2 only) linked to unbundled energy attribute claims / Total energy consumption (scope 2 only):  we source 100% of its renewable electricity using renewable electricity certificates. These certificates are source, geography and time bounded. See Chapter E1-6 for more details. Petrol and Diesel: Data from all company-owned and leased vehicles’ fuel consumption (rental cars’ fuel consumption is included in Scope 3 Category 6 Business Travel). The data used for energy calculation varies per market. Actual fuel consumption data is collected in our major markets (e.g., Denmark, most of EMEA, and APAC). When fuel data is not available, we use km driven based on odometer readings or agreed kilometres in the lease contracts and convert this to litres of fuel based on average vehicle fuel efficiencies.  When using kilometres driven, fuel conversion factors from DEFRA are used to convert our fuel use into kWh for both petrol and diesel.  We are committed to high data quality. In 2024/25, 90% of the total energy consumption in kWh came from actual consumption data. 1.2. The percentage of electricity sourced from zero-emission sources: To calculate the percentage of electricity that is from zero-emission sources, we use data collected as part of the energy activity data collection and the relevant attributable emission factor from the supplier, as shown on the invoices. This zero-emission electricity is sourced from either renewable (e.g., solar, wind, hydro, a mix of various renewable sources, etc.) or non-renewable sources (e.g., nuclear). For electricity consumption that is not covered by a supplier electricity emission factor of 0 gCO2/kWh, we have purchased renewable energy certificates. These are geographically bound by region and are from renewablegeneration only.1.3. Greenhouse gas emissions calculation methodology We measure our greenhouse gas emissions (GHG) because it is a material issue for our business. We report our emissions in line with the World Business Council for Sustainable Development GHG Protocol Standard methodology, which classes emissions into three groups: Scope 1, 2, and 3. The data and the calculation methodology vary across the emissions scopes and categories, and are explained in detail below. Scope 1 &amp; 2:   To calculate our Scope 1 &amp; 2 greenhouse gas emissions, we use the data collected as energy activity data, for example, the kWh of electricity consumed in our Factory 5 aluminium production facilities, litres of fuel consumed by our company vehicles and MWh of district heating purchased across our operations on an annual basis. Using this energy consumption data, we convert it to greenhouse gas emissions (tCO2e) using applicable and updated emission factors.  We use emission factors from our suppliers when available, and ecoinvent (2021) and DEFRA databases (Department for Environment, Food &amp; Rural Affairs, 2024), to translate this activity data into CO2e or greenhouse gas emissions. When accounting for our Scope 2 market-based emissions, we utilise a zero GHG emission factor for the portion of our electricity sourcedfrom clean electricity sources, as described in accounting principle 1.2. Fugitive emissions from refrigerant gases are also part of Scope 1 as per the GHG Protocol Standard. However, these emissions were excluded from our Scope 1 and 2 SBTi-validated targets due to their very low relevance (0.16% of Scope 1 and 2 market-based baseline in 2023/24), and therefore are not included in our 2024/25 reported figures to ensure consistency and enable more transparent progress tracking. As part of CSRD reporting, biogenic emissions from renewable energy sources have been disclosed for the first time in 2024/25. The biogenic emissions are primarily related to our district heating consumption. Emissions have been calculated using the DEFRA database. We do not apply the EU ETS methodology for reporting Scope 1 emissions, nor do we consider GHG emissions from installations subject to regulated Emission Trading Schemes (ETS), as such schemes are not relevant to our operations. GHG removals:  Currently, we do not invest in carbon offsetting projects for residual emissions from our value chain. However, we will assess the viability of developing a plan in the future that aligns with our reduction targets. Scope 3:  Value chain emissions are classified into fifteen emissions categories and are calculated individually, using different sources of data. We use internationally recognised databases for our emission factors, such as ecoinvent and DEFRA, unless otherwise stated. When our suppliers provide us with GHG emissions reports, we ensure that calculations are aligned with the GHG Protocol requirements. •  Category 1 – Purchased goods and services: The cradle-to-gate emissions from the manufacturing of our products are included in this category. For this, we group our products into different categories and use the carbon footprints of representative products as the basis for the calculation. We continually improve this assessment with new LCAs. Emissions from services and non-product-related purchases are estimated based on spend. This category also includes emissions from purchased cloud computing and data centre services. •  Category 2 – Capital spend: Emissions from new building acquisitions and improvements, as well as, and machinery are calculated using spend conversionfactors from a database developed by the Sustainability Consortium at the University of Arkansas. •  Category 3 – Fuel and energy-related activities: In this category, we account for the upstream emissions of all energy consumption in Scope 1 and 2. •  Category 4 – Upstream transportation and distribution: we account for the well-to-tank emissions of all transportation paid by the company. Unless emissions calculations are provided by our suppliers, we estimate them based on weight, distance and transport mode. •  Category 5 – Waste: Our largest waste producer is our HQ, where we have implemented a waste management system tracking the volume generated by stream and treatment. For the rest of our offices and stores, we estimate the total waste produced based on the number of employees.  •  Category 6—Business travel: we account for all business travel emissions in this category, including air travel, and rental cars. Emissions are calculated using spend data and supplier-provided emissions reports. •  Category 7 – Employee commuting: Emissions from all employees commuting to the office and back to their reported home addresses. We use country-level proxies to assume the utilisation share of each transportation mode. •  Category 8 – Upstream leased assets: Comprises stores, offices and other sites’ emissions that fall outside our operational boundaries and were not included in Scope 1 &amp; 2. Emissions are calculated based on the average energy consumption per sqm for our operationally controlled sites. Transportation, when not paid by the company, is also accounted for in this category. •  Category 9 – Downstream transportation and distribution: Emissions from warehousing and the retailing of our products are estimated based on estimated energy consumption per sqm and applicable emission factors to the source of energy use (e.g. local grid or fuel-specific emission factors, etc.).n •  Category 10 – Processing of sold products: As part of our business, we also sell products to other companies that undergo further processing before being integrated into a larger product, e.g. cars. Emissions from these activities are calculated based on the allocated energy consumption provided by our suppliers on a unit-basis. •  Category 11 – Use of sold products: Lifecycle emissions from the expected electricity consumption of our products throughout their lifetime are accounted for in this category. Based on typical use patterns, power consumption and the country where the product was sold, we estimate the lifetime emissions of each product sold during the reporting year. •  Category 12 – End-of-life emissions: After many years of service, our clients may decide to let their beloved product go. Although, products are in many cases repaired and kept in the loop for even longer than estimated in our GHG inventory (e.g. Beogram 4000s are still being repaired after many decades of use), at Bang &amp; Olufsen, we estimate these emissions in a conservative fashion, assuming that when the expected lifetime of the product is reached, all products are disposed and treated according to regulations. •  Categories 13 (Downstream leased assets), 14 (Franchises), and 15 (Investments) were excluded as they do not apply to our business. 1.4. Greenhouse gas emissions per DKK 1m revenue This intensity metric is included to give the reader a view of the efficiency of our operations. This metric is based on Scopes 1, 2 (market-based), and 3 greenhouse gas emissions divided by our revenue in DKKm. 1.5. GHG emissions calculation factors Energy consumption data collected is converted into greenhouse gas emissions by utilising suitable and consistent emission factors for each fuel type and market, if applicable. We use emission factors from our suppliers when available, and ecoinvent and DEFRA databases (Department for Environment, Food &amp; Rural Affairs), to translate this activity data into CO2e or greenhouse gas emissions, which we update yearly. Corporate Responsibility is responsible for assigning a suitable emission factor from the previous databases and converting kilowatt-hours into tones of each of the seven greenhouse gases as required by CSRD ESRS 1 AR 39 (i.e., CO2e, CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3). In many cases, emission factors are primarily presented as CO2e, and in the best scenarios, there are distinct factors available for CO2, CH4, and N2O. We will therefore strive to expand the scope of gases reported but our efforts will be limited by the availability of databases. Scope 1 emissions •  Global warming potential of greenhouse gases •  CO2e, CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3 •  Total gross scope 1 emissions in equivalent kilos of CO2 are calculated by multiplying each subtotal by the corresponding GWP from the IPCC’s fifths assessment report (AR5) for 100-year time horizon. Carbon emissions from fossil fuels •  Diesel, gasoline (petrol), and natural gas  UK Department for Environment, Food &amp; Rural Affairs (DEFRA), UK government GHG conversion factors for company reporting, 2024 Scope 2 emissions •  Carbon emissions from power purchased in Denmark •  EnerginetDK, 2023: Generel deklaration og Miljødeklaration, 2023 (General declaration and environmental declaration, 2023 •  Fjernvarmedeklaration 2024 (EN) - Denmark - Struer - Heating – 202425 •  Vestforbrænding Fjernvarmedeklaration 2023 •  Tårnby Fjernvarmedeklaration 2022 Carbon emissions from power purchased in other European countries  Association of Issuing Bodies (AIB): European Residual Mixes, 2023Carbon emissions from power purchased in countries outside Europe •  UK Department for Environment, Food &amp; Rural Affairs (DEFRA), UK government GHG conversion factors for company reporting, 2024 •  US Environmental Protection Agency (EPA): US EPA 2024 (eGRID2023 data) Data collection occurs once a year and is led by the Corporate Responsibility department. Data is compiled into the corresponding tabs of our GHG Inventory model (ESG Masterfile) where a suitable emission factor from the previous databases is assigned to each data point. These factors are used to convert kilos of materials, DKK of spend, etc., into tones of each of the seven greenhouse gases as required by CSRD ESRS 1 AR 39 (i.e., CO2e, CO2, CH4, N2O, HFCs, PFCs, SF6 and NF3). In many cases, emission factors are primarily presented as CO2e, and in the best scenarios, there are distinct factors available for CO2, CH4, and N2O. Therefore, we will strive to expand the scope of gases reported but our efforts will be limited by the availability of databases. Scope 3 emissions •  Emissions from raw material extraction and manufacturing (category 1) Ecoinvent emission factor database 3.9.1, 3.10. 3.11 •  Waste generated in operation (category 5) UK Department for Environment, Food &amp; Rural Affairs (DEFRA), UK government GHG conversion factors for company reporting, 2024 Business travel (Category 6) •  UK Department for Environment, Food &amp; Rural Affairs (DEFRA), UK government GHG conversion factors for company reporting, 2023Use of sold products (category 11) •  ecoinvent emission factor database 3.9.1, 3.10. 3.11 1.6. Emissions calculation formulas Total GHG emissionslocation-based (tCO2eq) = Gross Scope 1 + Gross Scope 2location-based + Gross Scope 3 Total GHG emissionsmarket-based (tCO2eq) = Gross Scope 1 + Gross Scope 2market-based + Gross Scope 3       ℎℎ    (ℎ)     ℎℎ    ( )    ()  ( )1.7. Emissions restatement policy Every year we strive to improve our reporting. This includes improving the data we use to calculate our greenhouse gas emissions and the estimations around them and selecting the most accurate emission factors. Consequently, we may restate our historical emissions to ensure that results are always comparable and reflect real tendencies.  In alignment with the GHG Protocol and the Science-based Targets Initiative, we have set a 5% threshold for recalculating our baseline or previous years emissions. This means that if the accumulated impact of improvements in data quality, emission calculations, errors or even changes in the company structure surpass this threshold when compared against our SBTi-validated baseline year, our emissions baseline will be recalculated. Every time an update on our historical data is reported, this will be indicated along the reasons.  As noted in the Data Tables, we have restated our baseline emissions (21/22) published last year. These changes have seen the threshold of our recalculation policy being exceeded (21% change in absolute emissions compared to previously reported Scope 1, 2, and 3 market-based emissions). We have implemented these adjustments to enhance transparency and alignment with our SBTi validated baseline, which serves as the basis for our performance tracking.  For Scope 1 and 2, changes have come from several areas. We have introduced the ecoinvent database (3.9.1, 3.10, and 3.11) for scope 2 electricity factors, and changed the DK market-based factor from EnergiDanmark to AIB (Association of Issuing Bodies) to reflect European Residual Mixes when renewable energies are extracted from the grid, better reflecting the time period when B&amp;O was not buying renewable energy. This has seen a sizeable increase in market-based emissions for the year 2021/22. We have included the heating consumption of our Lyngby office and estimated historical emissions based on rented sqms and total surface has been calculated. Although this is still not actual consumption, we believe it is important to include these emissions on our scope 1 and 2 baseline as this will i) increase transparency, ii) ensure we focus on reducing our heating consumption at this location too. We have updated the natural gas emission factor for scope 1. Previously, we used a supplier specific emission factor, but this was too different from the literature. We also changed natural gas supplier. Since each of them providing different factors, we decided instead to use DEFRA for sake of consistency. Use of netcalorific values for converting volumes of fuel consumption into kWh. Inconsistencies were found when using net or gross calorific values for converting volumes of fuel to energy. To ensure comparability across time, B&amp;O has now ensured that all conversions are done using net calorific values.  Scope 3 updates are as a result of improved product information as well as emission factor changes. We revised the Beosound A5’s Product Carbon Footprint (PCF) based on an internal lifecycle assessment and extended its lifetime from 8 to 10 years due to the C2C certification. The improved accuracy of the carbon assessment significantly reduced the emissions associated with the Beosound A5 for 2022/23 and 2023/24. Similar methodology improvements were made for the Beosound A1 which saw a significant reduction in the PCF used to calculate the product’s emissions. Further product information improvementshave been analysed as a result in updates in battery size, power consumption, standby consumption, powersupply, charging times etc. on certain products has further enhance our understanding of use phase emissions and have been updated accordingly. Similarly to Scope 2, B&amp;O introduced the ecoinvent database (3.9.1, 3.10, and 3.11) to calculate scope 3 category 8, 9 (stores power consumption), and 11 electricity emission factors. As a result of these changes, absolute emissions for Category 1 saw a 17% reduction, while Category 11 saw a 37% increase in emissions. 1.8. Data collection tools We utilise a number of data collection tools in order  to collect actual data to make more accurate calculations.These tools include collection of local energy consumption, as well as tools to help quantify transportation and distribution emissions. E2 Pollution Progress overview: pollution We continued to reduce pollution across our operations, while strengthening our monitoring and supplier engagement. Although we have not yet established formal pollution targets, our existing initiatives are contributing to tangible environmental improvements. In FY 2024/25:Pollution from our own operations remained negligible, tightly monitored, and subject to robust health and safety protocols including training, emergency plans, and safety data procedures. We undertook a site visit to suppliers in Southern China to foster joint sustainability ambitions and reduce pollution. One substance of concern was identified inour operations, with estimated usage of less than 3 kilograms during the year. We reduced the use of adhesives that limit recyclability in packaging, with a projected 90% decrease expected in the coming months following a redesign. We audited our Tier 1 suppliers on ESG metrics and continued our use of Supplier Self-Assessment Questionnaires, reinforcing due diligence in the value chain. As we scale our Cradle to Cradle product certifications and improve material traceability, we are laying the groundwork for more advanced pollution prevention and reporting in the years ahead. SBM-3 Pollution – impacts, risks and opportunities As a company engaged in the design, production, and global distribution of electronics and lifestyle products, our operations and value chain give rise to various forms of pollution. These include air and water pollution – due to transportation and production – and pollution due to substances of concern. Certain substances in our products may also pose environmental risks. We are committed to reducing these impacts and ensuring compliance with relevant environmental standards. // E2.IRO-1 Process to identify IROs We strive to innovate not only its products but also processes related to sustainability topics. We have partially screened the potential impacts, risks and opportunities connected to pollution in business activities and site locations throughout our DMA (double materiality assessment) and related stakeholder workshops and have considered relevant locations. Pollution in our own operations is negligible, strictly monitored and prevented. Pollution in our immediate supply chain is minimised to use of water and heating by our Tier 1 suppliers. Related business activities are prevalently the use of aluminium Material impacts, risks and opportunities Location in Time IRO  I, R or O  Description value chain* horizon** Pollution Pollution of air Transport and Risk, Actual We contribute to air pollution through particle emissions such as NOx from product US, OO, DS S E2 production emissions negative transportation and repair logistics, as well as from coal-based energy used in impact manufacturing processes and component production in China. Pollution of water Pollution from aluminium Risk, Potential We contribute to water pollution through various stages of its supply chain, including US, OO S and textiles negative bauxite waste from aluminium production and textile dyeing processes, and pollutants impact from printed circuit board (PCB) moulding used in electronics manufacturing. Substances of Pollution from substances Risk, Actual Substances of concern, such lead and PFA's, are released and are harmful to the US, OO, DS S, M, L concern of concern negative environment. impact components, assembly of electronics, and pollution investor relations website and owned by the Chief as approved by the Board of Directors in early July 2025 from transportation.  For this, we have acquired data Corporate Commercial Officer, who is also a member of and this policy will be further expanded by 2026/27 to from Tier 1 suppliers. We do not have a specific policy the Executive Management Board. We have not describe our actions to reduce pollution.  on pollution, due to prioritisation of resources and no included any consultations with affected communities, timeframe has been set for the adoption of such policy. as we did not find sufficient material impacts, risk or We partially mitigates negative impacts by conducting However, our Stakeholder and Sustainability Policy and opportunities related to them. // audits with product-related suppliers that include our Business Conduct and Ethics Policy include pollution and other environmental metrics. We conduct relevant content regarding stakeholder engagement, all Quarterly Business Reviews at our primary product-facets of ESG (environmental, social and governance), related suppliers and regular Supplier Self-Assessment longevity, and business ethics. Our entire organisation E2-1 Policies related to pollution Questionnaires (SAQs) and have created a working is in scope for these policies while our suppliers are in group on various ESG topics, including pollution We do not currently have an all-encompassing policy scope of our Supplier Code of Conduct covering prevention and mitigation.  As no all-encompassing on mitigating the impacts of pollution due to supplier relevant sustainability topics. Our policy policy on mitigating the impacts of pollution has been prioritisation of resources. However some pollution implementation is supported by third party standards established, no stakeholders have been consulted in the aspects are covered by policy such as substances of like ISO 9001 (Quality Management) and Cradle to creation of such a policy. concern covered by our Stakeholder and Sustainability Cradle Certified® certification and our Communication Policy and our Business Conduct and Ethics Policy. The on Progress under the UN Global Compact. The Stakeholder and Sustainability Policy covers pollution mentioned policies are publicly available on our *US: Upstream; OO: Own Operations; DS: Downstream Substances of concern have become a major global challenge due to widespread pollution and are therefore addressed in our Stakeholder and Sustainability Policy as well as our Business Conduct and Ethics Policy, under the broader ESG and Sustainability framework. We monitor their contents in the bill of materials and minimise their use via the Cradle to Cradle (C2C) certification. Their use in our products is negligible.  We take employee safety, environmental precautions, and potential risks to the environment very seriously. We implement regular Health and Safety training, and plans and instructions in our own operations that cover pollution incidents. We also have dedicated first responder employees, emergency plans, and tracked evidence of incidents or near-misses. Safety data sheets (SDS) are also available to employees in case of chemical spillage or related incidents. In the value chain, this is handled by local legislation and third-party audits.   We have achieved reduction in air and water pollution by optimising the design and production of some products that are C2C certified (or are in process of certification) and implementing water-saving and energy-saving measures within our value chain. Our plans to further reduce pollution are strongly correlatedwith our decarbonisation target of Net-Zero by 2040, which will help us reduce air pollution significantly. This will be further developed by continuing the rigorous C2C certification as well as our commitment to the First Movers Coalition (FMC) to use 50% and more recycled aluminium by 2030, reducing waste, as well as,air, soil and water pollution in the value chain. // E2-2 Actions related to pollution We have not established formal action plans specifically dedicated to pollution reduction, as our pollution-related impacts are limited in scope and are effectively addressed through existing business-as-usual processes. Pollution is not currently considered a priority risk requiring targeted mitigation actions beyond the measures already embedded in our operations.Nevertheless, we manage pollution-related aspects through ongoing activities across relevant functions. For example, supplier audits—conducted every two years—include environmental criteria such as pollution prevention and compliance. Health and safety training, managed by our Health &amp; Safety team, also includes guidance on environmental risks and handling of substances of concern.Budget is allocated to drive sustainability initiatives through the central Sustainability team and supporting departments, including an audit budget within Procurement and training resources in Health &amp; Safety. However, since no formal pollution reduction targets have been set, no dedicated budget has been established for pollution-specific actions. Pollution-related resource use in our upstream value chain—particularly Scope 3 pollution—is managed in collaboration with our suppliers and partners, who are responsible for compliance and environmental controls within their own operations. // E2-3 Pollution targets While E2 Pollution has been identified as a material aspect under the ESRS framework, we have not yet established formal pollution reduction targets for air, water, soil or substances of concern. This is due to the ongoing development of our data collection systems and internal processes, which are necessary to set meaningful and achievable goals. At this stage, we do not plan to establish external, measurable outcome-oriented targets for water pollution, as our operations involve limited discharge and current pollutant levels remain significantly below regulatory thresholds (e.g. under Annex II of Regulation (EC) No 166/2006). We arecommitted to enhancing our pollution management strategy and may define specific targets as our capabilities mature. Meanwhile our targets on decarbonisation and our work on use of recycled materials and overall reduction of environmental impact of our products will have a direct effect on the overall decrease in pollution, including substances of concern.  Despite the absence of formal targets, we track the effectiveness of our pollution-related policies through internal monitoring processes. For example, wastewater discharges from our Struer facility are measured and verified annually by a third-party laboratory, including pollutant concentrations and annual loads of nitrogen and phosphorus. Our ambitionis to maintain these levels well below regulatory thresholds, and we use 2022 as a baseline for year-over-year comparisons. As no formal pollution reduction targets have been set, no stakeholders have been included in such conversations. // E2-4  Measured Water Pollutant Concentrations and Annual Loads at Struer Unit  2024 Wastewater Cubic meters  18,365 BOD₅ (Biochemical Oxygen Demand over 5 days)  mg/L  n/a BOD₅ kg/year  n/a Nitrogen concentration mg/L  131 Total annual Nitrogen load kg  2,405 Phosphorus concentration mg/L  0.5 Total annual Phosphorous load kg  9.2 E2-4 Metrics related to pollution We monitor water pollution from our Struer factory in Denmark, which is the only site where water is used in away that has a material environmental impact. All othercompany locations either do not use water for production or only use it for sanitary purposes and are therefore excluded from this disclosure.Our Struer site operates an on-site water treatment facility. To track our environmental impact, we conductquarterly water quality testing through an external accredited laboratory. These measurements focus on key pollutants covered by EU regulations, specifically:3 Estimate •  Biochemical Oxygen Demand (BOD₅) •  Total Nitrogen (N) •  Total Phosphorus (P) This monitoring helps us stay compliant with national requirements and provides transparency over our water-related emissions. Results are reported both in terms of concentration (mg/l) and total annual discharge (kg/year). These amounts can be found in the table below.In accordance with Annex II of Regulation (EC) No 166/2006, we confirm that pollutant discharge levels at our Struer facility remain well below the reporting thresholds. For 2024, total nitrogen load was 2,405 kg/year and phosphorus load was 9.2 kg/year, significantly under the respective thresholds of 50,000 kg and 5,000 kg. Water discharges from our Struer facility are monitored in accordance with Danish regulatory requirements, which are aligned with the EU Industrial Emissions Directive. Where applicable, monitoring parameters, frequency, and analytical methods are designed to be consistent with the relevant BREF documents and BAT Conclusions, as integrated into our site’s environmental permit. We do not conduct independent verification of the measurements beyond the contracted laboratory. There is also no calibration of automated measuring systems, as these are not used in our setup. As first year reporters under the ESRS, no comparable pollution-related data from prior reporting periods is available. Future reporting cycles will include year-over-year comparisons as data continuity is established. In accordance with the Greenhouse Gas (GHG) Protocol, we calculated the emissions generated from our waste disposal processes during the 2024/25 financial year. These activities resulted in an estimated 11,911 kg of CO₂ equivalent (CO₂e). // E2-5 Substances of concern We are committed to monitoring and minimising the use of substances that pose risks to human health or the environment. In line with ESRS, we have assessed our use of substances of concern (SoC) and substances of very high concern (SVHC) across our operations and supply chain.We do not currently use or place on the market any SVHC’s as defined by the ESRS, including the criteria set forth under the REACH Regulation. Our assessment of substances of concern was based on a review of:•  REACH-based SoC lists (REACH: the Regulation on the registration, evaluation, authorisation and restriction of chemicals)•  CLP-based SoC classifications (CLP: Classification, Labelling and Packaging of substances and mixtures)•  Persistent Organic Pollutants (POP) Regulation lists •  Circularity-based SoCs (i.e. substances that negativelyimpact the re-use or recycling of materials)Each year, we issue supplier questionnaires to screen for the presence of these substances in components andmaterials. Based on responses, the only substance of concern identified in our operations this year was lead and lead compounds. We estimate that no more than 3 kilograms of lead were placed on the market during the reporting year. This estimate is based on supplier reporting and internal material tracking.In addition, we identified the use of an adhesive classified as a circularity-based SoC. Approximately 200kilograms of glue were used in the packaging of three product lines. This glue, while compliant with all applicable safety regulations, was applied in a way that made it difficult to separate plastic components for recycling. The use of this glue was limited to packaging applications and is being phased out, with a projected 390% reduction expected in the coming months following a redesign of the packaging.We continue to engage suppliers and internal teams to reduce and, where possible, eliminate the use of substances of concern in both our products and processes. While we do not currently track all circularity-based substances of concern, we will begin doing so from August 2026, in line with upcoming EU packaging legislation. This will enhance our ability to monitor and report on materials that hinder recyclability and support our efforts to improve productcircularity across the value chain. // BP-2 Accounting policy – pollution 1. The number of products that are Cradle to Cradle certified A count of the number of Cradle to Cradle product certifications obtained by Bang &amp; Olufsen A/S products certified to any level (bronze or above) by the internationally renowned Cradle to Cradle Products Innovation Institute in the financial year.  2. Substances of concern Scope: This disclosure covers substances of concern (SoCs) and substances of very high concern (SVHCs) that are used in or present within our own operations and procured goods. Calculation: The estimated mass (kg) of SoCs placed on the market is calculated using the following formula: •  Amount of SoC (kg) = Number of units sold × Estimated mass of substance per unit •  For this FY, this applies to: •  Lead compounds, based on supplier reporting; •  Adhesive (glue) used in packaging of three specific product lines (estimated at 1g per unit). Where weight per unit is not directly reported by suppliers, product compliance estimates based on component specifications and production data are used. We monitor regulatory updates from the European Chemicals Agency (ECHA), including changes to the SVHC Candidate List. Each year, suppliers are asked to declare the presence of substances of concern (SoCs), including those under REACH, CLP, POP, and circularity-based frameworks. If a substance is declared as used, it is recorded in B&amp;O’s compliance database, reported to the SCIP database, and an avoidance or substitution strategy is initiated. If not used, no further action is taken. For newly banned substances, B&amp;O requests replacements and may trigger product changes or end-of-life processes if use is confirmed. Governance and Oversight •  The Product Compliance team is responsible for collecting, validating, and maintaining SoC- and SVHC-related data across all product types. •  All compliance data is centrally stored and maintained, ensuring traceability and enabling accurate annual reporting. •  We do not use any substances of concern that are banned and require special authorisation. Units and Reporting Format •  All amounts are reported in kilograms (kg), as appropriate to the volume and use case. •  Lead and adhesive are tracked and reported separately to reflect differences in type and environmental impact. 3. Wastewater data This disclosure is based on actual on-site monitoring data from the Struer factory. No estimates or extrapolations were applied from other sites. Quarterly measurements of water quality are carried out by a third-party accredited laboratory. As per ESRS •  Pollutant loads (kg/year) are calculated using the formula:  Annual load = Concentration (mg/l) × Volume (m³/year) × 1.0 (conversion factor to kg/year) Data covers the pollutants listed in Annex II of Regulation (EC) No 166/2006, namely: •  Biochemical Oxygen Demand (BOD₅) •  Total Nitrogen (N) •  Total Phosphorus (P) E5 Resource Use and Circular Economy  Progress overview: circularity We advanced our circularity agenda with meaningful results across design, certification, innovation, and advocacy. Our efforts are grounded in Cradle to Cradle principles, product longevity, and resource efficiency, supporting our ambition to lead the consumer electronics industry toward a more regenerative future. During the 2024/25 financial year: Six new products were Cradle to Cradle Certified® at Bronze level, bringing our certified portfolio to eight products. We expanded our Recreated Classics programme with the launch of Beosystem 3000c, continuing the remanufacturing of iconic legacy products to extend their lifespan and reduce waste. Our use of circular design principles—such as modular construction, reversible joints and disassembly-friendly components—continues to enable reuse, repair and recyclability across product lifecycles.  We launched a two-year innovation project (REECirkEL) to explore recycling solutions for rare earth elements in collaboration with industry experts and with partial funding from the Danish Environmental Protection Agency.  Our participation in the First Movers Coalition aluminium working group reflects our ongoing commitment to sourcing low-emission and recycled aluminium. We aim for at least 10% near-zero carbon aluminium and 50% recycled aluminium by 2030. We disclosed for the first time our resource inflows and outflows for all Cradle to Cradle certified products and are expanding this approach to cover our full product portfolio in the future. By integrating circular design from concept to end-of-life, we are creating long-term environmental and business value while actively supporting global circular economy goals.   SBM-3 Circular economy – impacts, risks and opportunities The circularity efforts at Bang &amp; Olufsen are centred around our ambition of leading and inspiring a movement towards a more long-lasting and circular future for the entire consumer electronics industry. In order to secure a science-based, well-structured and innovation-oriented approach to driving circular change across the full life cycle of our products, we have committed fully to adopting cradle to cradle design principles and securing the validation of these through the Cradle to Cradle Certified® Product Standard. The standard is widely recognised as the most ambitious product standard available for designing products for a circular economy.  We see clear opportunities for leveraging our heritage ofdurable design to drive circularity with the objective of reducing dependency on non-renewable resources, reducing e-waste through enhanced product lifespans and circulating our products longer through reuse beyond the first useful lifecycle. However, challenges remain including aluminium which is a critical raw material in relation to our brand and design identity. There is an environmental impact linked to the extraction and processing of aluminium from bauxite mining over alumina refining to finished aluminium goods, which is causing GHG emissions. Material impacts, risks and Location in Time *opportunities  IRO  I, R or O  Description value chainhorizon** Circular Resources Sourcing of Risk, Potential We use of aluminium, while not drawing on a scarce resource, still relies on a globally limited and US S, M E5 economy inflows, including aluminium negative impact highly demanded material, with sourcing spanning countries like China, Germany, Brazil, and resource use Norway. Although aluminium in Bang &amp; Olufsen’s products is high-quality and recyclable, there is limited global availability, potential cost increases, and possible effects on product quality. Resources Reducing resource Opportunity, Responsible sourcing across our value chain offers a clear opportunity to lead in circularity, enhance US, OO S, M inflows, including use Positive impact brand trust, and create long-term value. As we increase product certification and engage dealers, we resource use strengthen our market position, meet growing sustainability demands, and unlock financial benefits through improved resilience and client loyalty. Resources Use of batteries, rare Risk, Actual We face risks from the limited lifespan and environmental impact of materials like non-recyclable US, OO S, M inflows, including earth metals negative impact batteries, rare earth elements, and structural metals. These resources are resource-intensive, with resource use limited sustainable alternatives, and current efforts focus mainly on new products, leaving existing designs less sustainable. While alternatives like sodium batteries are being explored, they are not yet available at scale. Resource Product circularity Opportunity, We have a strong foundation in designing luxury timeless technology products, positioning itself as a OO M outflows related Positive Impact front-runner in product longevity and resource efficiency. Initiatives like the TV swap program, repair to products and library suitcases, and advocacy for long-lived electronics reflect a clear opportunity to further reduce services material use across a significant portion of its resource footprint. Resource Longevity Limitations Risk, Actual While we offer spare parts and supports repairs for many products, the irreparability of certain items OO S outflows related negative impact (e.g., earphones) shorten product lifespans. These limitations reduce circularity and affect a broad to products and range of products and clients, especially after warranty periods or when technological alternatives services are unavailable. Waste Waste and recycling Risk, Actual We generate significant aluminium waste during production, especially from virgin materials, and US, OO S, M, L challenges negative impact faces challenges with complex, non-recyclable packaging. While most waste at Factory 5 is recycled, current efforts are concentrated there, limiting insight across other internal sites. Waste Waste and recycling Risk, Actual There is limited data and control over waste handling by ODMs and at the post-consumer stage. DS S, M, L challenges negative impact Inconsistent recycling practices and the presence of end-of-life components like batteries hinder circularity and create risks to achieving sustainability goals. Waste Extended Product Positive impact By providing product care and service support that exceeds standard market practice, we extend DS L Lifespan product lifetimes, reducing resource consumption and waste. This contributes to a positive environmental impact by promoting more sustainable product use. *US: Upstream; OO: Own Operations; DS: Downstream ** S: Short; M: Medium; L: Long Furthermore, part of our product portfolio needs battery technology to support on-the-go use cases. Li-ion battery technology has a negative impact to the environment attached to the process of extraction, processing and synthesis to the final battery components, which is causing GHG emissions and challenges in relation to post-consumer waste handling. An additional attention area is our use of high-performing permanent magnets mainly used in speaker drivers. A proportion of the permanent magnets used, mainly for very compact product designs, are based on neodymium and other rare earth metals. Rare-earth elements are causing a negative impact on the environment as the extraction and refining of rare-earth elements contribute to habitat destruction, water pollution, and GHG emissions. To advance circularity, we are strengthening engagement with suppliers and partners, exploring alternative materials and technologies. By reducing resource use and extending product lifespans, we not only improve environmental outcomes but also enhance brand trust and long-term value. // E5.IRO-1 Process to identify IRO’s As part of our double materiality assessment, we have systematically screened our activities to identify actual and potential impacts, risks, and opportunities (IROs) related to resource use and the circular economy. This assessment covers our own operations as well as our upstream and downstream value chain, allowing us to capture a holistic view of material impacts and opportunities.  To conduct this screening, we utilise Life Cycle Assessments (LCAs), which provide quantitative insights into the environmental impact of our products and processes across their entire lifecycle. These LCAs inform our decisions on material selection, process optimisation, and circularity strategies. Additionally, we hold a Cradle to Cradle certification, reinforcing our commitment to designing products that contribute to a transition towards a circular economy. While we have not conducted formal consultations with affected communities as part of this screening process, we actively participate in working groups focused on advancing circular economy principles and resource efficiency. These collaborations enable us to stay at the forefront of best practices and evolving methodologies in circular material use and product lifecycle management. Inherent in our corporate strategy is our approach to product longevity, which drives our ongoing efforts to reduce material consumption, to extend the lifetime of our products and prepare them for a life after their first one. Enablers of a prolonged product lifetime include selecting high quality materials and applying modular design principles to ensure easy disassembly, service, upgrades and refurbishment in the future. Through continuous innovation and refinement, we strive to enhance resource efficiency, minimise waste, and create long-term value for our stakeholders. // E5-1 Circular policies Our Stakeholder and Sustainability Policy address resource use and circular economy IROs related to our operations, value chain and specific stakeholder groups. It is the company’s ambition to lead and inspire a movement towards a circular, regenerative future by creating Luxury Timeless Technology products and experiences – from the first client to the last.  Our Stakeholder and Sustainability Policy includes our ambition within Longevity and Environmental Impact to focus on activities related to the circular economy and circular resource management. The policy is available to the public on our corporate website.  When determining what and how to prioritise the company’s activities when it comes to ESG related issues, we take a science-based, data-driven approach, utilising a double materiality lens. This means we consider the impact of Bang &amp; Olufsen and the company’s products and value chain on the outside world, as well as the actual and potential financial impact of the outside world on the company.  To ensure ongoing alignment and effectiveness, the policy is supported by regular monitoring processes. These include an annual policy review by relevant stakeholders and approval by the Board of Directors, as well as an in-depth annual assessment of the level of compliance with the Stakeholder and Sustainability Policy as presented by the Director of Corporate Responsibility to the Board of Directors. The policy applies to all Bang &amp; Olufsen’s corporate entities and all Bang &amp; Olufsen’s employees globally. Ultimate accountability for the implementation of the Stakeholder and Sustainability Policy rests with Chief Corporate Commercial Officer (a member of the Executive Management Board), who reports to the ChiefExecutive Officer. Operational execution and oversight are delegated to Director of Corporate Responsibility and the Sustainability Committee.// E5-2 Actions related to circularity A number of actions have been taken in 2024/25 to drive circularity as part of our sustainability ambition. Six new Cradle-to-Cradle Certified® projects at the Bronze level have been successfully completed this yearalong with our first  Cradle-to-Cradle Certified® recertification project for our product Beosound Level demonstrating continuous improvements across several sub-categories of the certification scope. These achievements now makes the following portfolio of products certified Beosound Level, Beolab 8, Beosound A5, Beosound Theatre, Beosound A1 3rd Gen, Beosound Emerge, Beoplay H100 and Beoconnect Core.  We continued the remanufacturing of products in our selected Bang &amp; Olufsen Classics programme (Beogram 4000c and Beosound 9000c), while further expanding the program with the launch of Beosystem 3000c Recreated Limited edition based on a recreated version of the Beogram 3000 turntable.  We have, in March 2025 in collaboration with the Danish Technological Institute, waste management companies and rare earth processing specialists, initiated a two-year innovation and demonstration project called REECirkEL with partial funding from the Danish Environmental Protection Agency. The objective of the project is to explore and develop technical solutions for the recycling of rare earth metalsfrom e-waste to reduce impacts from the extraction and processing of rare earth metals.   As part of our advocacy initiatives to promote circularity, we participated in a number of conferences and contributed to the new Circular Design Guide by the Circular Design Forum. Our primary focus has been on mitigating and preventing negative environmental and social impacts through circular design, responsible sourcing, and supplier engagement. We acknowledge the importanceof also addressing actual harms that may have occurred. In 2024/25, we have not identified instances where stakeholders may have been adversely affected by our resource use and activities relating to circular economy.  Budget is allocated to drive initiatives within the Sustainability team, the Circularity team as well as other relevant departments. However, a dedicated budget to cover all resource use and circular economy activities has not been established. // E5-3 Targets related to circularity In order to address the environmental impact from ouruse of aluminium, we joined the First-Movers CoalitionAluminium working group under the World Economic forum in 2023, working actively to develop and implement low-emission technologies for aluminium extraction and processing.  Our commitment is to ensure that at least 10% of the company’s primary aluminium purchases must have near-zero carbon emissions by 2030 and ensure at least 50% of the aluminium we use in our production is recycled by 2030. This target falls under the recycling order of the waste hierarchy, and is a voluntary target not required by legislation. We have set a target to certify future products with the Cradle to Cradle® certification across several categories, supporting our broader sustainability strategy by embedding circular design principles into product development and reducing environmental impact. To ensure the target was relevant, it was developed collaboratively by our product development and sustainability teams. The target is absolute as we aimed to achieve 10 certified products by the end of FY 2024/25. The baseline year is 2021, when the first product was certified, and progress is measured from that point. We base our methodology on the Cradle to Cradle Certified® Product Standard, which evaluates products across five categories and aligns with EU circular economy goals. The framework is grounded in scientific principles, ensuring the target is robust. As of FY 2024/25, we achieved eight certifications, falling short of the target by two products – this is due to the resource-intensive nature of the certification process. Progress is monitored annually, and we remain committed to certifying future products and advancing circular design. Our targets support the Circular Economy objective under the EU Taxonomy by increasing the share of secondary raw materials in our products, thereby contributing to material efficiency and circular resource flows. The targets have been designed to be consistent with the Substantial Contribution criteria and do not conflict with the Do No Significant Harm requirements, including considerations such as the absence of hazardous substances and the environmental performance of recycling processes.  We track the effectiveness of our circular economy-related policies and actions through these measurable targets. // E5-4 Resource inflows Resource inflows are only applicable to us in connection with aluminium processing, which is the only material inflow that we directly work with. We do not mine or melt any aluminium materials by ourselves. Our suppliers purchase already refined aluminium billets, ingots and slabs for all their clients. Melting of aluminium is done by our suppliers in Europe or China. In Europe the aluminium we procure for processing and anodisation at our factory in Struer comes from refineries in Austria, Belgium, Germany, and Norway. The aluminium used by our partners in China was either processed at our Factory 5 in Struer or sourced locally. In Struer, the process includes inspection, machining, surface treatment, anodisation, decoration, and quality control using CNC machines, robots, presses, lasers, and engravers. Finished parts are then sent to contract manufacturers for assembly. E5-4 Resource inflows - C2C certified products and materials Unit 2024/25 Product Section* Total weight of C2C certified products kg  93,326  Weight of materials from technical cycle % 98% Weight of materials from biological cycle % 2% Cycled content % 14% Renewable content % 1% Material breakdown Metals kg  35,672  Structural materials kg  47,970  Cables and supporting materials kg  7,869  Retail packaging Section Weight of materials from technical cycle kg  7,368  Weight of materials from biological cycle kg  55,613  Subcategory of biological kg * Beoplay H100, Beosound A1 3rd gen., Beosound Level, Besound Emerge, Beosound A5, Beolab 8, Beosound Theatre, and Beoconnect Core The table to the right presents detailed sustainability cannot be used to extrapolate or estimate the and resource inflow data for a selection of our products environmental profile of non-C2C certified products. // that are part of our C2C-certified portfolio. This includes information on material composition, recycled and responsibly sourced content, and packaging materials. This data is currently only available for C2C-certified products and does not yet represent the full B&amp;O product range. We are actively working toward collecting and reporting this information across all products in the future. It is important to emphasise that C2C certified products are designed with enhanced sustainability standards, and therefore, their data E5-5 Resource outflows Our products are designed with circularity in mind, emphasising durability, reusability, repairability, and disassembly. Recycling is facilitated by design choices such as reversible joints and screws instead of glue, allowing materials to be efficiently separated and reused. These principles are embedded across initiatives like the “Recreated Classics” programmes, which extend product life through remanufacturing and refurbishment. For in-home wireless speakers like Beolab 8, the designed lifetime is longer than industry average, with an additional many years’ service commitment.  Durability is validated through rigorous testing and modelling based on real-world usage patterns and environmental conditions.  While we do not yet apply a formal rating system such as the EU Repairability Index, our products are designed for long service lives and are validated through rigorous durability testing and disassembly modelling. Features like reversible joints and screws (instead of adhesives) enable easier repairs and recycling.  Our metrics for resource inflows and outflows have onlybeen validated by our assurance provider and have not yet undergone external validation by an additional third party.  E5-5 End-of-Life Waste Waste Streams typeUnit  2024/25 EoL Products Electronics Tonnes 1,589 EoL Discontinued Electronics Tonnes 110 EoL Cardboard Packaging Paper Tonnes 917 EoL Plastic Packaging Plastics Tonnes 167 Total Tonnes 2,783 Relevant EoL waste streams •  As a company operating in the luxury audio sector, our most relevant end-of-life waste streams include:•  Electronic waste from returned, discontinued, or end-of-life products, •  Cardboard and plastic packaging from product shipments, and •  Manufacturing waste, including material scraps and defective components. •  These streams reflect typical sector practices, whereelectronic waste and mixed-material packaging represent the highest material outflows at end of life. Materials present in waste Our end-of-life and operational waste includes the following material categories: •  Metals (e.g. aluminium, steel components in electronics) •  Plastics (from product housing and packaging) •  Cardboard (from packaging) •  Electronic components (e.g. PCBs, wires) E5-5 Resource outflows, waste Unit 2024/25 Hazardous waste Kg  21,542 Diverted from disposal Kg 21,296 Preparation for reuse Kg  10 Recycling Kg 6,819 Other recovery Kg  14,467 Diverted to disposal by waste treatment type Kg  246 Incineration Kg  - Landfill Kg  246 Other disposal Kg  - Radioactive Kg  - Non-Hazardous waste Kg  421,396 Diverted from disposal Kg  417,116 Preparation for reuse Kg  - Recycling  Kg  279,213 Other recovery Kg  137,903 Diverted to disposal by waste treatment type Kg  4,280 Incineration Kg  - Landfill Kg  4,280 Other disposal Kg - Total waste generated Kg  442,938 Non-recycled waste Absolute value Kg 4,526 Percentage % 1 •  Biomass is not relevant to our product composition •  Critical raw materials and rare earths may be present in trace amounts in electronics, although not separately tracked at waste level. BP-2 Accounting policy – circular economy 1. Resource outflows, waste We measure our waste because resource efficiency through circularity is a material issue for our company. All waste handling from our site in Struer is managed by Stena Recycling A/S. Waste data is reported solely for our Struer facilities, as waste generated at other locations is considered immaterial due to their limited operational activities and volumes. Waste data is calculated using measured weights from supplier records. The rates for recovery and recycling are calculated using the total waste generated (442,938 kg) as the denominator. •  Total Waste generated: Sum of Hazardous wasted diverted from disposal, Non-hazardous wasted diverted from disposal, Hazardous wasted directed to disposal and Non-hazardous wasted directed to disposal. •  Hazardous waste diverted from disposal: Sum of Hazardous waste diverted from disposal due to preparation for reuse, Hazardous waste diverted from disposal due to recycling and Hazardous waste diverted from disposal due to other recovery operations.   Non-hazardous waste diverted from disposal: Sum of Non-hazardous waste diverted from disposal due to preparation for reuse, Non-hazardous waste diverted from disposal due to recycling, Non-hazardous waste diverted from disposal due to other recovery operations.   Hazardous waste directed to disposal: Sum of Hazardous waste directed to disposal by incineration, Hazardous waste directed to disposal by landfilling and Hazardous waste directed to disposal by other disposal operations.   Non-hazardous waste directed to disposal: Sum of Non-hazardous waste directed to disposal by incineration, Non-hazardous waste directed to disposal by landfilling, Non-hazardous waste directed to disposal by other disposal operations.   Non-recycled waste: Sum of Hazardous waste directed to disposal and Non-hazardous waste directed to disposal.   Percentage of non-recycled waste: Sum of Non-recycled waste divided with Total Waste generated.   Total amount of hazardous waste: Sum of Hazardous waste diverted from disposal and Hazardous waste directed to disposal. •  Quantities are rounded to the nearest whole number. •  Recycling rates: Waste is reported on the basis of invoices received from waste supplier in Struer, who follows the Danish Environmental Agency’s standards regarding waste and the calculation of recycling rates. 2. End of life waste streams We calculate our waste streams in line with the GHG Protocol Scope 3 Calculation Guidance data collection methodology in order to estimate total EoL of products and packaging from products sold by us in the 2024/25 financial year. Each product is assumed to consist of three materials: electronics, plastic, and cardboard. We track data from the end-of-life management of: •  E-waste (electronics): discarded electrical or electronic devices that are no longer in use or have become obsolete. Includes headphones, speakers, televisions etc. EoL products and discontinued products cover all of our product categories. All the product weight is made up of electronics.  •  Packaging (plastic and cardboard): discarded cardboard materials used for packaging products. Covers all packaging for product protection and transportation. Plastic packaging waste includes plastic materials used for wrapping, containing, or protecting products during transport or storage. Includes items such as plastic bags, films, and wraps. Calculation methods: E-waste (electronics): Calculated using sales volume dashboard data and sum of all products. Discontinued products are assumed to be fully disposed of with no material recovery. We add all negative figures to represent products that were discontinued and called back. This process assumes that all products returned are sent to waste and no material recovery takes place. Each product’s weight is multiplied by the number of sold and discontinued units to determine total e-waste. Packaging (plastic and cardboard): Plastic and cardboard weights are estimated based on available bill of materials data and extrapolated across 11 unique product families. Once we have assigned a plastic and carboard content to each product, we multiply it by the number of units sold to obtain the total packaging waste in the market.   3. Resource Inflows We measure our resource inflow to track material efficiency and circularity in our product design and production. The data includes materials used in Cradle-to-Cradle (C2C) certified products sold in FY 2024/25. Cradle-to-Cradle (C2C) certified products at Bang &amp; Olufsen are those assessed for environmental and social performance across material health, circularity, renewable energy, water stewardship, and social fairness.  Responsible sourcing: we follow the C2C principles of sustainable sourcing, which means that materials and ingredients are safely sourced, responsibly sources, and social fair, with a preference for renewable or recycled inputs, traceability, and positive impacts on people and planet throughout the supply chain. Calculation methods: •  Total weight of C2C certified products: product of unit weight by sales volume and sum of all products. •  Weight of materials from technical cycle: includes plastic, aluminium, PCBs, rare magnets, steel, Li-ion batteries and soft polymers (rubber and silicone). Calculated by applying the ratio of technical cycle materials to the total product weight, then multiplying by sales and summing across products. •  Weight of materials from biological cycle: includes wood, leather, and textiles. Calculated using the same method as technical cycle. •  Cycled content: includes recycled aluminium and plastic. Calculated using the same method as technical cycle. •  Renewable content: includes Forest Stewardship Council (FSC) certified wood. Calculated using the same method as technical cycle. •  Metals: includes aluminium and steel. Calculated by summing the weights of aluminium and steel per product, multiplying by sales and aggregating across all products. •  Structural materials: includes rigid plastic, wood, textile, leather and soft polymers. Calculated using the same method as metals.  •  Cables and supporting materials: includes cables, accessories and other supporting materials. Calculated using the same method as metals. •  Weight of materials from technical cycle in packaging: includes plastic, metals, and other materials. Calculated using the same method as metals. •  Weight of materials from biological cycle in packaging: includes paper and bamboo. Calculated using the same method as metals. •  Subcategory of biological: includes FSC-certified wood, a subcategory of biological cycle materials. Calculated using the same method as metals. EU Taxonomy In accordance with the EU Taxonomy Regulation (Regulation (EU) 2020/852) and related Delegated Acts, Bang &amp; Olufsen discloses the proportion of its economic activities that are environmentally sustainable. The Taxonomy provides a classification system for identifying activities that are classified under one or more of six environmental objectives, based on defined technical screening criteria. For the financial year 2024/25, our disclosures reflect activities classified under: •  Climate Change Mitigation •  Transition to a Circular Economy Activities have been screened for taxonomy eligibility (whether the activity is listed in the Delegated Acts) and taxonomy alignment (whether it meets all substantial contribution criteria, DNSH, and minimum safeguards). We have followed the definitions provided in Annexes I and II of the Delegated Acts under Article 8. The assessment has been conducted jointly by our Finance and Sustainability teams. Detailed definitions of revenue, CapEx and OpEx can be found in our accounting policies on page 93. Activities have been assessed against the technical screening criteria for their classification under the Climate Change Mitigation and Circular Economy objectives. Other environmental objectives were screened and deemed not applicable in the reporting year. Eligibility and Alignment in FY 2024/25* KPI Unit  Eligible  Aligned Revenue %  88.7 %  0%CapEx %  100 %  0%OpEx %  100 %  0% *The exact percentages will be calculated based on the Revenue, Capex, and OpEx tables in this section. Climate change mitigation We identified the following eligible but not aligned activities classified under the Climate Mitigation and Adaptation objectives: •  Activity 5.1 (Construction, extension and operation of waste water collection and treatment) •  Activity 7.2 (Renovation of existing buildings) •  Activity 7.3 (Installation, maintenance and repair of energy efficiency equipment) •  Activity 7.4 (Installation, maintenance and repair of charging stations for electric vehicles) •  Activity 7.5 (Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings) •  Activity 7.7 (Acquisition and ownership of buildings) Transition to a circular economy We identified the following eligible but not aligned activities classified under the Circular Economy objective: •  Activity 1.2 (Manufacture of electrical and electronic equipment) •  Activity 5.1 (Repair, refurbishment and remanufacturing) •  Activity 5.2 (Sale of spare parts) •  Activity 5.4 (Sale of second-hand goods) Assessing taxonomy alignment of eligible activities The manufacturing activity is our primary business and is Taxonomy-eligible under Climate Change Mitigation. However, no alignment has been reported this year, as we are currently working to assess and document compliance with the Substantial Contribution Criteria, Do No Significant Harm (DNSH) requirements, and Minimum Safeguards. For example, climate risk assessments and lifecycle analysis frameworks are still under development for our core product portfolio. At present, we do not have a formal CapEx plan that demonstrates Taxonomy-alignment for our manufacturing operations within the required 5-year time horizon. Nonetheless, we are evaluating how future investments, particularly those aimed at improving energy efficiency and circularity in design, may support alignment in coming years. None of our activities have been classified as taxonomy-aligned. While eligibility was met, full alignment was not achieved due to incomplete satisfaction of DNSH criteria, insufficient documentation of climate risk assessments, and/or gaps in minimum safeguards.  We recognise that several of our eligible activities — particularly within electronics manufacturing — are addressed in the EU Taxonomy under both climate and circularity objectives. However, due to limited internal resources and ongoing work to strengthen ESG data systems and documentation, we have not yet initiated a formal alignment process. This remains a potential focus area for future development. Nuclear and fossil gas related activities The undertaking carries out, funds or has exposure to: Nuclear energy related activities 1. Research, development, demonstration and deployment of innovative electricity generation facilities that produce No energy from nuclear processes with minimal waste from the fuel cycle. 2. Construction and safe operation of new nuclear installations to produce electricity or process heat, including for the purposes of district heating or industrial No processes such as hydrogen production, as well as their safety upgrades, using best available technologies. 3. Safe operation of existing nuclear installations that produce electricity or process heat, including for the purposes of district heating or industrial processes such as No hydrogen production from nuclear energy, as well as their safety upgrades. Fossil gas related activities 4. Construction or operation of electricity generation No facilities that produce electricity using fossil gaseous fuels. 5. Construction, refurbishment, and operation of combined heat/cool and power generation facilities using No fossil gaseous fuels. 6. Construction, refurbishment and operation of heat generation facilities that produce heat/cool using fossil No gaseous fuels. Accounting policy – EU Taxonomy Revenue Total revenue is defined as revenue from contracts with customers, sale of goods, licence fees and royalty income as defined under IFRS. The share of taxonomy-eligible revenue is defined as the proportion of revenue derived from sales of products and services, that is included in the scope of the EU taxonomy delegated acts divided by the total revenue. OpEx Total OpEx is defined as non-capitalised costs relating to research and development, building renovation measures, short-term leases, maintenance and repair, and any other direct expenditures relating to the day-to-day servicing of items of property, plant, and equipment that are necessary to ensure the continued and effective functioning of such assets. Leases relating to OpEx is only leases not covered by capex, as they are defined as short-term leases. Our total OpEx has been classified as eligible under the EU Taxonomy.  CapEx Total CapEx is defined as the capital expenditure related to tangible and intangible assets during the financial year before any remeasurements (including revaluations and impairments), depreciation and amortisation charges for the year and excluding fair value changes. Additions of tangible and intangible assets are presented in notes 5.1 and 5.2 in our Consolidated Financial Statements. Our total CapEx has been classified as eligible under the EU Taxonomy. Revenue 2024/25 Substantial contribution criteria DNSH criteria (‘Does Not Significantly Harm’) (h) Economic activities (1) Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/    DKKm  % EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) Y/N  Y/N  Y/N  Y/N  Y/N  Y/N  Y/N  %  E  T A. TAXONOMY-ELIGIBLE ACTIVITIES A.1. Environmentally sustainable activities (Taxonomy-aligned) -       -  -  -  -  -  -  -  -  -  -  -  -  -  -  0.0%       Revenue of environmentally sustainable activities (Taxonomy-aligned) (A.1)        0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  -  -  -  -  -  -  -  0.0%       Of which enabling       0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  -  -  -  -  -  -  -  0.0%       Of which transitional       0.0%  0.0%                 -  -  -  -  -  -  -  0.0%       A.2. Taxonomy-eligible but not environmentally sustainable activities  (not Taxonomy-aligned activities) (g)          EL, N/EL  EL, N/EL  EL, N/EL  EL, N/EL  EL, N/EL  EL, N/EL                               Manufacture of electrical and electronic equipment CE 1.2  2,209  86.5  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       -       Repair, refurbishment and remanufacturing CE 5.1  11  0.5  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       0.5%       Sale of spare parts CE 5.2  4  0.2  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       0.1%       Sale of second-hand goods CE 5.4  36  1.4  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       1.2%       Acquisition and ownership of buildings CCM 7.7  3  0.1  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       -       Revenue of Taxonomy-eligible but not environmentally sustainable activities(not Taxonomy-aligned activities) (A.2)     2,263  88.7%  0.1%  %  %  %  88.6%  %                       1.8%       A. Revenue of Taxonomy- eligible activities (A.1+A.2)    2,263  88.7%  0.1%  %  %  %  88.6%  %                       1.8%       B. TAXONOMY-NON-ELIGIBLE ACTIVITIES Revenue of Taxonomy-non-eligible activities    290  11.3%                                                 TOTAL    2,553  100%                                                 Operating Expenditure (OpEx) 2024/25 Substantial contribution criteria DNSH criteria (‘Does Not Significantly Harm’) (h) Economic activities (1)Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/    DKKm  % EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) Y/N  Y/N  Y/N  Y/N  Y/N  Y/N  Y/N  %  E  T A. TAXONOMY-ELIGIBLE ACTIVITIES A.1. Environmentally sustainable activities (Taxonomy-aligned) -       -  0.0%  -  -  -  -  -  -  -  -  -  -  -  -  0.0%       OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1)        -  0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  -  -  -  -  -  -  -  0.0%       Of which enabling       -  0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  -  -  -  -  -  -  -  0.0%       Of which transitional       -  0.0%                 -  -  -  -  -  -  -  0.0%       A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (g)           EL, N/EL    EL, N/EL    EL, N/EL    EL, N/EL    EL, N/EL    EL, N/EL                               Manufacture of electrical and electronic equipment CE 1.2  222  97.5%  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       -       Repair, refurbishment and remanufacturing CE 5.1  0  0.2%  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       0.4%       Installation, maintenance and repair of charging stations for electric vehicles  CCM 7.4  0  0.1%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       0.1%  E    Acquisition and ownership of buildings CCM 7.7  5  2.2%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       -       OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)    228  100%  2.3%           97.7%                          0.5%       A. OpEx of Taxonomy- eligible activities (A.1+A.2)    228  100%  2.3%           97.7%                          0.5%       B. TAXONOMY-NON-ELIGIBLE ACTIVITIES OpEx of Taxonomy-non-eligible activities - - TOTAL 228  100%                                                 Capital Expenditure (CapEx) 2024/25 Substantial contribution criteria DNSH criteria (Does Not Significantly Harm)(h) Economic activities (1)Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/ Y; N; N/    DKKm  % EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) EL (b)(c) Y/N  Y/N  Y/N  Y/N  Y/N  Y/N  Y/N  %  E  T A. TAXONOMY-ELIGIBLE ACTIVITIES A.1. Environmentally sustainable activities (Taxonomy-aligned) -       -  -  -  -  -  -  -  -  -  -  -  -  -  -  0.0%       CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1)        0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  -  -  -  -  -  -  -  0.0%       Of which enabling       0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  0.0%  -  -  -  -  -  -  -  0.0%       Of which transitional       0.0%  0.0%                 -  -  -  -  -  -  -  0.0%       A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (g)           EL, N/EL   EL, N/EL   EL, N/EL   EL, N/EL   EL, N/EL   EL, N/EL                               Manufacture of electrical and electronic equipment CE 1.2  265  96.0%  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       -       Construction, extension and operation of waste water collection and treatment CCM 5.3  0  0.0%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       -       Repair, refurbishment and remanufacturing CE 5.1  8  2.8%  N/EL  N/EL  N/EL  N/EL  EL  N/EL                       2.8%       Renovation of existing buildings CCM 7.2  0  0.0%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       0.8%     T Installation, maintenance and repair of energy efficiency equipment CCM 7.3  0  0.1%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       0.0%  E    Installation, maintenance and repair of charging stations for electric vehicles  CCM 7.4  -  0.0%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       -  E    Installation, maintenance and repair of instruments and devices for measuring, regulation and controlling energy performance of buildings  CCM 7.5  3  1.0%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       -  E    Acquisition and ownership of buildings CCM 7.7   0  0.1%  EL  N/EL  N/EL  N/EL  N/EL  N/EL                       -       CapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2)     276  100%  1.2%           98.8%                          3.6%       A. CapEx of Taxonomy- eligible activities (A.1+A.2)    276  100%  1.2%           98.8%                          3.6%       B. TAXONOMY-NON-ELIGIBLE ACTIVITIES CapEx of Taxonomy-non-eligible activities    -  -                                                 TOTAL    276  100%                                                 Social</mrv:DescriptionofTheTaxonomyRegulation>
   <mrv:StatementOfCorporateSocialResponsibility contextRef="ctx-1" id="f1__s10__7__10" xml:lang="en">S1 Own workforce  98 S4 Consumers and end-users  108 S1 Own workforce  We made substantial progress in strengthening employee well-being, inclusion, safety, and engagement. Our people are central to our success, and we continue to invest in creating a fair, inclusive, and safe workplace that supports long-term organisational stability and employee development. In the 2024/25 financial year: Work-related injuries dropped by nearly 40% year-on-year, supported by enhanced onboarding, chemical safety training, and strengthened Health &amp; Safety procedures at our production sites. We launched new leadership and team development initiatives, including stress management workshops, Insights training, and flexible working support, improving employee experience across teams. Female representation in senior leadership increased to 25%, with continued momentum toward our 40% target by 2026/27. Our employee surveys (BeoPulse and BeoVoice) continue to guide progress on equal opportunities, career pathing, and perceptions of fairness. A global workplace assessment was conducted to track employee experiences and identify areas for improvement related to psychological safety and workplace culture. Through focused initiatives and ongoing dialogue, we continue to build a workplace that is inclusive, resilient, and aligned with our long-term strategy and values. S1.SBM-3 Own workforce – impacts, risks and opportunities We include all employees in our assessment of workforce-related impacts. We acknowledge several people-related challenges that affect organisational stability and employee well-being. These include vulnerability to macroeconomic shifts, job insecurity due to time-limited contracts (particularly among hourly workers), and workloads during peak periods. Such issues may contribute to stress, absenteeism, and turnover. Our material impacts originate from our business model’s reliance on flexible staffing and responsiveness to seasonal demand, while also catering for ongoing adjustments to strategy—such as resourcing reviews, inclusion initiatives, and future workforce planning. We have not identified widespread or systemic negative impacts across all locations, but have noted isolated or context-specific risks, such as overtime or physical strain in some factory settings. There are no known operations at risk of forced or child labour, as our own operations are based in countries with strong labour protections, and third-party employment partners are subject to due diligence requirements. We see strong opportunities to foster a more inclusive and engaging workplace by leveraging collective agreement and promoting equity. Examples include Location in Time Material impacts, risks and opportunities  IRO  I, R or O  Description value chain horizon Own Working conditions Secure employment Risk, Actual There is a risk that employee perceptions of job stability may be impacted by Bang &amp; OO S S1 Workforce negative Olufsen’s vulnerability to macroeconomic fluctuations, particularly in light of its impact organisational size and ongoing changes, such as resource constraints. Additionally, the use of time-limited contracts for hourly paid workers is perceived to create job insecurity to them Working conditions Working time Risk, Actual There is a risk of stress, as our employees are from time to time impacted by overtime during OO S negative peak periods and ambitious deadlines. impact Working conditions Health and safety Risk, Actual The demands of factory work may pose a risk to employees health, potentially leading to OO S negative physical strain. impact Equal treatment and Gender equality and Risk, Actual Ensuring all employees feel confident in the fairness of our promotion and people review OO S opportunities for all equal pay for work of negative processes is important for long-term engagement. Ongoing attention is needed to address equal value impact potential perception gaps, particularly among women and other underrepresented groups, to support inclusive career development and leadership progression. Equal treatment and Diversity Risk, Actual The representation of female leaders in Bang &amp; Olufsen is currently lower than OO S opportunities for all negative representation of male leaders. This may influence how gender equality and long-term impact career growth are viewed within the company. continued dialogues with employee representatives, leadership diversity initiatives, and flexible work practices that positively impact all employees.  Our transition to lower-emissions operations is not expected to lead to material workforce restructuring; however, reskilling may be needed as our digital and service offerings expand. We have not yet identified workforce dependencies linked to green transition impacts but continue to monitor them. We recognise that our female employees may face higher risk of bias and career stagnation, and our material risks and opportunities are particularly relevant to them. // S1-1 Policies related to own workforce We are committed to fostering a supportive and inclusive work environment through a variety of procedures aimed at improving employee well-being, job security and satisfaction. The procedures apply to our entire work force and are overseen by the Chief Human Resources Officer (CHRO). All procedures are available on our global intranet. We have local employee handbooks specifying local procedures, guidelines and customs in day-to-day people-related matters.  Human &amp; employment rights Our People &amp; Diversity Policy outlines our fundamental people principles and approach to upholding human rights and ensuring that all employees are treated with dignity and respect.  Our People &amp; Diversity Policy aligns with the UN Guiding Principles on Business &amp; Human Rights and the OECD Guidelines for Multinational Enterprises and the International Labour Organisation’s (ILO) Declaration on Fundamental Principles &amp; Rights at work. Human rights refer to basic standards of treatment to which all people are entitled to, such as the right not to be discriminated, the right not to be subjected to forced labour, human trafficking or child labour in accordance with the ILO. 3 Mercer is a global consultancy company providing worldwide benchmarking salary data and job evaluation frameworks to support compensation strategy and organisational design Our commitments are implemented through our Business Conduct &amp; Ethics Policy, through our leadership principles and internal employee handbooks, as well as through internal policies, such as the “Prevention and Handling of Offensive Behaviour”. We are dedicated to adhering to the highest standards of national and human rights law, prioritising the higher standard when discrepancies arise. Furthermore, the policy articulates our respect for cultural differences and efforts to  treat all employees with dignity, welcoming a diverse and inclusive workforce to drive success. Employees at Bang &amp; Olufsen are encouraged to express themselves freely and engage in open dialogue throughout the organisation.  We are dedicated to creating a working environment, free from discrimination and harassment of any kind, as articulated in the “Prevention and Handling of Offensive Behaviour” procedure. We do not tolerate discrimination in the workplace. We want a safe working environment, and we do not tolerate harassment of any kind including, but not limited to sexual, racial or religious harassment. Harassment is any unwelcomed act that makes a person feel offended, humiliated and/or intimidated. We respect employees’ rights to organise and engage in collective bargaining, fostering open and constructive dialogue regarding working conditions. We are committed to providing fair wages and all legally mandated benefits, while acknowledging that the legal minimum wage in the regions where we operate may not always meet basic needs. In line with this understanding, we pledge to offer a living wage, as recognised by the International Labour Organisation (ILO) and actively seek to maintain employee compensation levels at or above the living wage of a given country. We conduct periodic reviews of our compensation levels, benchmarking them against Mercer3 salary data for relevant roles and incorporating country-specific wage statistics to ensure competitiveness and fairness.  At Bang &amp; Olufsen, we have established a Compliance Committee to support the Global Compliance Officer, the Global Leadership Team, and the Board of Directors in ensuring that our operations align with regulatory requirements and ethical business standards, including respect for human rights. The committee is empowered to initiate immediate action in cases involving violations of human rights principles, serious allegations of misconduct, and other critical issues. The procedures for initiating such actions are outlined in our BeoShare (whistleblower) initiatives. The Executive Management Board has overall responsibility for ensuring that the human &amp; employment rights are respected throughout the organisation. The Sustainability team, in close collaboration with People &amp; Culture, is responsible for the implementation of the People &amp; Diversity Policy.Focus on well-being and a safe workplace Our Health and Safety procedure addresses specific prevention procedures and outlines the daily management systems in place to support a healthy and safe working environment. These systems aim to ensure that all work—whether executed or planned—is carried out in compliance with national and international legislation. The Health and Safety Policy is implemented through  Health &amp; Safety procedures that are available on the Health &amp; Safety Portal on the company’s intranet. The Health and Safety procedures include risk assessment processes and continuous improvement, training and dialogues on mitigating actions. The metrics for incidents are being shared through our health and safety dashboard. We acknowledge that our production areas involve physical work and operational machinery, and our Health &amp; Safety Policy outlines our approach to safeguarding employees in these environments. We also acknowledge that macroeconomic fluctuations and periodic heavy workloads have a negative impact on mental health for our employees; this is why we have developed the BeoMinds procedure and an online portal on our global intranet with the purpose of defining our commitment and approach to preventing and managing stress. We strive to encourage healthy work-life balance and have implemented a Remote Working procedure aimed at making our workplace increasingly flexible, where tasks and conditions allow. The CHRO holds overall accountability for these procedures. People &amp; Culture, in close collaboration with the Health &amp; Safety Organisation, has responsibility for implementing and maintaining them, as well as to develop new tools that support continuous improvement. // S1-3 Channel for own work force to raise concerns At Bang &amp; Olufsen, we prioritise open communication and active engagement with our employees to foster a positive and productive working environment. We have established multiple channels through which employees can raise concerns, share ideas and influence their working conditions. We provide a secure and confidential platform, BeoShare, for employees to report any concerns or misconduct. There is a thorough process in place, including the involvement of internal stakeholders, to ensure the appropriate handling of what is being reported. Detailed information about the process can be found on our intranet as well as in our Business Conduct and Ethics Policy.  We conduct one to two employee surveys annually, allowing employees to provide feedback on various aspects of the company. All comments shared in these surveys are read by our People &amp; Culture team, who ensures that a process is initiated for taking actions, tracking progress and involving the relevant stakeholders. This ensures that employee feedback is not only heard but also acted upon. After each survey all managers share the results with their team to foster open dialogue and continuous improvement. We promote a feedback culture between employees and managers. Feedback dialogues provide a platform for employees to discuss their concerns. The process is designed to be ongoing and supportive, promoting a culture of mutual respect and collaboration. In addition, we seek to foster close ties with our trade union and our health &amp; safety representatives.  We have an active Works Council through which we ensure to have an open social dialogue.  On an ongoing basis we work together identifying ways to mitigate risks and impact to our workforce and are identifying areas in the workplace where we can improve. This collaborative approach ensures that employee welfare is a top priority and that any potential issues are addressed proactively. Through these channels, we ensure that employees have multiple avenues to express themselves and share honest feedback. Our commitment to open communication and dialogue reflects our dedication to creating a supportive and inclusive workplace. // S1-4 Actions taken related to own workforce In 2024/25, we made significant progress in strengthening our organisational capabilities by expanding our people resources to ensure we are well-equipped to execute our Luxury Timeless Technology strategy. This was complemented by a continued focus on employee well-being, particularly mental health. We conducted both pulse and comprehensive engagement surveys to monitor employee sentiment and identify areas requiring attention. Our ability to attract and retain the right talent, coupled with motivation and engagement scores, remains central to tracking progress in this area. We also monitor internal mobility, time-to-hire for critical roles, and overall productivity indicators. In parallel, we intensified efforts to promote leadership development and stress prevention. We facilitated dedicated workshops for leaders on managing stress and delivered team-building sessions using the Insights Discovery framework for several teams. A renewed focus on flexible working practices was also initiated, and these efforts will continue into 2025/26. Effectiveness is measured through trends in stress-related absences, employee feedback on work-life balance, and data on overtime and sick leave, especially during peak periods. Workplace health and safety remained a key priority. We completed comprehensive chemical risk assessments at our manufacturing facilities and implemented clear work instructions for the handling of substances. To further strengthen our safety culture, we introduced an extended onboarding process for employees operating in higher-risk areas, requiring documented completion. These initiatives are monitored through incident reporting, physical workplace assessment results, and absence rates related to work-related accidents. Effectiveness is measured through trends in the total number of work-related 4 This target does not apply to our US subsidiary. 5 Leaders reporting to the EMB6 Equal representation as defined by the Danish Gender Balance Act7 These targets do not apply to our US subsidiary injuries which from 2023/24 to 2024/25 dropped by almost 40% down from 21 to 12. Career development was another focus area in 2024/25. We continued to build a structured framework for career pathing to support data-driven decision-making in areas such as promotions, diversity, and pay transparency. This approach enables us to identify gaps and take targeted action to ensure equitable opportunities for advancement. Effectiveness is measured through the feedback in our employee engagement surveys (BeoPulse, BeoVoice), which we conduct one to two times per year, and is where we monitor trends in the perception of equal opportunity. We also track the distribution of gender representation across promotions at all levels. To support a culture of fairness and inclusion, we also continued training leaders on conducting unbiased people reviews and calibration sessions. The impact of these efforts is reflected in employee survey responses related to inclusion and fairness in people decisions. Our employee engagement surveys (BeoPulse and BeoVoice) include targeted questions on inclusion, and perceptions of equity in the workplace. These insights help us assess progress and inform future actions to strengthen our inclusive culture. Finally, we maintained our strategic focus on improving gender balance in leadership. This included targeted initiatives to increase representation of underrepresented genders in promotions and succession pipelines. We have set a target to achieve 40% representation of the underrepresented gender in senior leadership by 42026/27, and we monitor progress through leadership demographics and succession planning outcomes.  We do not currently have a formalised process to assess whether our practices within some of our business may cause or contribute to material negative impacts on our own workforce. However, we remain committed to fair employment practices and are working towards strengthening our internal governance to better identify and address such risks. At present, potential impacts on employees are considered on a case-by-case basis, including in decisions to terminate business relationships, but this process is not yet systematic. We aim to develop more structured approaches in future reporting cycles.// S1-5 Targets We are internally tracking our progress on actions related to our own workforce and that address our material IROs. While a comprehensive overview of our targets and metrics is available in sections S1–4, we highlight selected targets here as they are directly linked to our material IROs. We have set targets to improve mental wellbeing with the focus on reducing the number of stress-related cases. The targets for reducing the 12-month average % of stress related cases 25% to benchmark year by 2027/28. The benchmark year is set to be 2024/25. These targets will be monitored regularly to ensure continuous improvement. In addition, we have set an engagement target score of 75 for the “Satisfaction &amp; Motivation “score and a target of 82 for the “Loyalty” score. 5For senior leadership, we have set a target of achieving 40% representation of the underrepresented gender by 2026/27. In addition, our target is to achieve equal 6representation in our Board of Directors by the end of 72026/27. These targets address the importance of diversity and to promote the equal opportunities throughout the organisation. //  S1-6 Characteristics of own workforce This section provides an overview of our workforce, outlining key employment characteristics to contextualise our broader social disclosures and support our quantitative metrics. // 1 Total headcount in our Financial Statements (FS) is 1,013. The variance is due to S1-6 calculating headcount at EoP, while average throughout the year is used in FS. S1-6 Characteristics of own workforce  Country Unit 2024/25 Denmark 787 China 45 Singapore 48 UK 45 USA 40 Hong Kong 31 Bulgaria 23 France 21 Germany 18 Spain 10 Switzerland 10 Italy 8 Sweden 8 Austria 7 Japan 7 Portugal 2 Belgium 3 Netherlands 2 United Arab Emirates 1 Korea 1 Finland 1 Canada 1 1Total   1,119 Terminations and Termination Rate Unit   2024/25  Terminations Headcount 229 Termination Rate % 20.5% S1-6; S1-9 Employee type and diversity metrics Headcount by contract type Female Male Total Employees (headcount) 405  714  1,119 Permanent employees 339  642  981 Temporary employees 66  72  138 Non-guaranteed hours* 3  11  14 Headcount by age group Unallocated 1 Under 30 years old 184 Between 30 - 50 years old 551 Above 50 years old 383 *Non-guaranteed hours employees are a sub-category of Temporary Employees. S1-8 Collective bargaining and social dialogue This section outlines the status of collective bargaining coverage within our organisation. The data presented applies specifically to our operations in Denmark. As of the reporting period, nearly 40% of our employees in Denmark are covered by collective bargaining agreements. // S1-6; S1-8 Denmark: employees and collective bargaining Employees under Danish employment terms 2024/25 Female 284 Male 503 Other - Not reported - Total employees    787 Collective bargaining coverage - Denmark Unit  2024/25  Covered Headcount 316 Not covered Headcount 479 Covered (% of headcount) % 39.6 Not covered (% of headcount) % 60.4 S1-9 Diversity We recognise that diverse leadership strengthens us. In this section, we present data on gender and age distribution within our senior leadership, reflecting our commitment to fostering an inclusive and balanced workplace.  The underrepresented gender within our organisation is being identified as female. As of May 31 2025, female representation in senior leadership is 25%. We remain committed to improving gender diversity and will continue our efforts throughout 2025/26 focusing on the development of internal female talent and strengthening our recruitment strategies to attract more women into leadership roles. For the majority of the 2024/25 period, the shareholder-elected representatives of the Board of Directors met the target for gender-balanced representation. Following the departure of a female board member, our focus for 2025/26 is to restore and maintain a more balanced gender composition.// S1-9 Gender distribution in management Senior Unit  Director+ Leadership Male Headcount 49  15 Female Headcount 15 5 Staffing Rate - Male % 77% 75% Staffing Rate - Female % 23%  25% S1-10 Adequate wages We are committed to maintaining fair and competitive compensation practices across our organisation. For all salaried positions, we utilise global Mercer benchmarks to gain insights into how our salary levels compare to market standards. These benchmarks provide a reliable foundation for ensuring that our compensation remains competitive and aligned with industry norms. In addition to this, we regularly conduct market wage analyses as part of both our scheduled salary planning and off-cycle review processes. These assessments are tailored to reflect local market conditions in the regions where we operate. For hourly paid employees, we apply the Danish job classification system (DISCO) to benchmark wages and ensure they are appropriate and in line with market expectations. Furthermore, we fully comply with all applicable minimum wage regulations as defined by national legislation and collective bargaining agreements. // S1-14 Health and safety At Bang &amp; Olufsen, we prioritise the health and safety of our workforce, ensuring that all employees work in a safe and supportive environment. 100% of our workforce is covered by a health &amp; safety management system based on local legal requirements. This ensures that all employees are protected under a comprehensive framework that meets or exceeds regulatory standards. Our system includes regular risk assessments, safety training, incident reporting mechanisms, and continuous monitoring to identify and mitigate potential hazards.  We are committed to maintaining and continuously improving our health and safety performance through proactive measures and employee engagement. In particular, during the 2024/25 reporting period, we placed increased focus on accident prevention at our production sites, especially in the area of handling and use of chemicals and substances. Key initiatives included: •  Conducting chemical risk assessments and developing work instructions for all chemicals and substances used at our manufacturing facilities. •  Ensuring implementation and accessibility of these risk assessments and instructions for all relevant employees, making this a central focus of our safety efforts. •  Introducing an extended onboarding program for employees working in higher-risk areas, which includes mandatory, documented completion of safety training modules.  In the second half of 2024/25, we also conducted a global workplace assessment using an expanded questionnaire. This initiative was designed to gain deeper insights into employee perceptions and experiences, helping us identify further opportunities to enhance workplace safety and well-being. The table below shows the number of work-related fatalities, recordable accidents and injuries. At present we only have the information for Denmark. In 2025/26 we will research a system to capture data for the total global workforce. However, there has been no work related fatalities nor severe work-related incidents in our own workforce outside Denmark. // S1-14 Health and safety Unit 2024/25 Fatalities Count  - Days of absence  Count  11 Injuries without lost time Count  8 Injuries with lost time Count  4 Total injuries Count  12 Rate of work-related injuries  (per 1 mil hours)%  2.9%  S1-16 Remuneration We are committed to providing transparent and meaningful information regarding our approach to compensation, with a particular focus on the gender pay gap. Our remuneration practices are designed to be market competitive and equitable, ensuring that all employees are rewarded fairly for their role &amp; contributions. Our compensation framework is guided by the principle of salary differentiation both within and between employee groups. This differentiation is based on objective and measurable criteria, including individual performance and results, potential, experience, educational background, and the complexity of the role. In line with our commitment to fairness and transparency, we are actively preparing for compliance with the EU Pay Transparency Directive. As part of this effort, we are enhancing our internal job structure to establish a robust and transparent job architecture. This will enable us to systematically compare roles of equal value and ensure pay equity across comparable positions. We recognise the importance of addressing pay disparities and are working to develop the necessary systems and processes to monitor and report on gender pay gaps and total compensation metrics. These efforts are part of our broader strategy to foster an inclusive and equitable workplace. As of 31 May 2025, the aggregated gender pay gap is 12% in favour of men. We will continue to work actively with equal pay. // S1-16 Remuneration metrics Unit 2024/25 Gender Pay Gap % 12.2 Annual total remuneration ratio Ratio  34.6 S1-17 Incidents and complaints At Bang &amp; Olufsen, we are committed to upholding the highest standards of integrity, transparency, and respect for human rights across our operations. We recognise the importance of providing safe, accessible, and confidential channels for employees to raise concerns or report incidents without fear of retaliation.  We are conducting global workplace assessments to get insights into the employee experience in relation to offensive behaviour (i.e. sexual harassment, threats, violence and bullying) in the workplace. The most recent assessment being conducted in Spring 2025. In the event of discrimination occurring, we have our dedicated whistleblower system, BeoShare, which is available to all employees and external stakeholders.  All reports submitted through BeoShare are handled with strict confidentiality and are reviewed by our Head of Corporate Responsibility. In addition to BeoShare, we monitor and track all reported incidents and complaints to identify trends and systemic issues. This helps us continuously improve our policies, training, and workplace culture. In 2024/25, we also launched a company-wide campaign to promote open dialogue within teams, with a specific focus on preventing and addressing sexual harassment. The campaign aimed to raise awareness, encourage respectful communication, and empower employees to speak up. It included tools for team discussions and the distribution of materials to reinforce our zero-tolerance stance on harassment. In 2024/25, we had one substantiated people-related case, which is based on people who have filed a complaint and which have been confirmed. The substantiated case was related to harassment. The case was reviewed and closed in line with our internal procedures, and appropriate remedial actions were taken. There were no cases deemed as severe human rights incidents. // S1-17 Incidents, complaints and severe human right impacts Unit  2024/25 Substantiated cases of harassment, incl. discriminationCount  1 Substantiated cases of severe human rights incidentsCount  - - Hereof breaches of the UNGPs Count  - - Hereof number of complaints filed against Bang &amp; Olufsen to National Contact Points for OECD Multinational EnterprisesCount- Substantiated people-related cases Count1 Amount of material fines, penalties and compensation related to the above mentioned incidentsmDKK  - BP-2 Use of phase-in provisions We have chosen to make use of the phase-in provision under Appendix C of ESRS 1. We do this for S1-11 and  S1-15 as we acknowledge that for the current reporting period, we do not yet have access to sufficiently comprehensive data to fully meet the disclosure requirements under S1-11(Social Protection) and S1-15 (Work-life Balance). To address this, we are committing to retrieving and consolidating the necessary data during the upcoming reporting year. This will enable us to provide a complete and compliant disclosure on these topics in our next annual report 2025/26.  S1-16 (Training and Skills Development) due to the absence of consolidated data in a central system. Throughout 2025/26 we will explore the possibilities of compiling training and skills development data in a more structured and consistent manner across the organisation. This assessment will help determine the feasibility of future disclosures. // BP-2 Accounting policy – own workforce 1. Social data Our social data is reported as of 31 May 2025 (end of period, EOP), is based on headcount, and includes only people employed at Bang &amp; Olufsen, unless otherwise stated. Data is extracted from SuccessFactors, our Human Resources system. 1.1. Total employees Accounts for the total headcount, divided by gender (female / male). 1.1.a. Total employees by country and headcount Accounts for the total headcount by physical location registered in Success Factors. 1.2. Employee category Accounts for the number of employees with managerial / non-managerial responsibilities, divided by gen-der (female / male). 1.3. Women in management Accounts for the number of women in the employee category "Director+” compared to the number of men. The Director+ category consists of our directors, senior directors, vice presidents, senior vice presidents and EMB (Executive Management Board) members. 1.4. Employment types Accounts for the total number of employees who were employed on a full-time, part-time, permanent or temporary contract divided by gender (female / male). 1.4a Full-time employees: employees who work the standard number of according to the local labour standards and employment regulations  1.4b Part-time employees: employees who are working fewer hours than the standard number of according to the local labour standards and employment regulations 1.4c Permanent employees: all employees on non-time bound contracts 1.4d Temporary employees: all employees on time-bound contracts 1.4e Non-guaranteed hours employees: employees who have no fixed minimum working hours and are only scheduled to work as needed. These are a sub-category of either permanent or temporary employees. 1.5. Employee age group Accounts for the total number of employees illustrated by age group. 1.6. Employees covered by a collective agreement in Denmark This metric reflects the number of employees covered by collective bargaining agreements as a proportion of all employees employed under Danish employment terms. In deviation from the ESRS requirement to report coverage across the entire workforce, we have limited this disclosure to Denmark. We have not collected the data on collective bargaining agreements for the rest of our global operations.  1.7. Board of Directors members Accounts for the total number of members to the Board of Directors, both employee- and shareholder-elected. 1.8. Board of Directors – Independent Members The definition of Board of Directors independence  can be found in our Corporate Governance report, section 3.1. 1.9. Executive and Non-Executive Members ESRS 2, GOV-1: Executive members are members of the Executive Management Board (EMB); non-executive members are members of the Board of Directors. 1.10. Board of Directors – Employee-elected members Accounts for the total number of members to the Board of Directors elected by Bang &amp; Olufsen employees . 1.11. Board of Directors – Percentage of Female members (shareholder-elected) Accounts for the total number of female shareholder elected members to the Board of Directors compared to the total number of shareholder elected members to the Board of Directors. 1.12. Board of Directors – Percentage of Male members (shareholder-elected) Accounts for the total number of male shareholder elected members to the Board of Directors compared to the total number of shareholder elected members to the Board of Directors. 1.13. Terminations and Termination Rates (referred to as turnover in ESRS) Headcount of employees who have left B&amp;O during the reporting period of the given FY. This includes: dismissals, own resignations, end of contract, retirement or death. Termination rate is calculated as a per-centage of average headcount throughout the reporting period. 1.14. Gender distribution for Director+ Reported as the percentage split by gender in the Director+ positions. Director+ positions are defined as employees in the global job levels EMB, senior vice presidents, vice presidents, senior directors and directors. 1.15. Gender distribution for Senior Leadership Reported as the percentage split by gender at the Senior Leadership level. Senior Leadership level is defined as employees in the EMB and People Managers reporting to a member of the EMB. This definition is in line with the ESRS definition of top management. 1.16. Gender Pay Gap Calculated as the difference between the average annualised salary for male and female divided by the average annualised salary for men. In deviation from the ESRS methodology, this calculation excludes variable pay and benefits, is based solely on base salary figures, and includes only employees classified as salaried (thereby excluding hourly paid employees). This is due to current limitations in our system, which does not yet support consistent extraction of all additional pay components and benefits at the individual employee level. All job levels and countries are included, and part-time salaries have been converted to full-time equivalents. These limitations reflect current system constraints and will be addressed as we prepare to meet future EU Pay Transparency requirements. 1.17. Annual total remuneration rate Calculated as the ratio between the annual remuneration of the highest paid individual and the annual remuneration for all salaried employees (excluding the highest paid individual). In deviation from the ESRS requirement to use the median, we currently apply the average to maintain consistency with our Remuneration Report and internal monitoring practices. From next year onward, we plan to adopt the median remuneration in line with ESRS guidance. Calculations include base salary and benefits, converted into DKK. 1.18. Engagement score Employees score their engagement annually using a scale (1-10) that is converted into an index ranging from 1-100. The engagement score consists of two drivers 1) Satisfaction &amp; Motivation and 2) Loyalty. 1.19. Substantiated people-related cases Substantiated people-related cases are defined as work-related incidents and/or harassments, including discrimination, complaints, or severe human rights impacts involving our own workforce that are reported through our whistleblower system (Beoshare) and formally investigated throughout the financial year. 1.20. Global Leadership Team Global Leadership Team is the wider leadership team consisting of the Executive Management Board and all the functional leads reporting to the CEO. 2. Occupational health and safety data Our occupational health and safety data is only accounting for our own workforce employed in our legal entities in Denmark. The definitions are: •  Fatalities: Work-related accidents in the reporting period resulting in the death of an employee. All employ-ees in our own work force in Denmark (headcount) have been included in this metric.  •  Accidents without lost time: This is the count of the number of work-related accidents without lost time-during the reporting period.  •  Accidents with lost time: This is the count of the number of work-related accidents with lost time where employees did not come to work the following day due to the accident or incident during the reporting period. •  Lost time: This is the total number of days of absence where employees were absent from work due to work-related incidents during the reporting period. Rate of Lost Time injuries: Rate of work-related accidents for our own workforce measured in accidents per 1 million hours (as per ESRS definition) worked also defined as LTI. LTI is based on the annual working hours per headcount. S4 Consumers and end-users  We maintained our focus on delivering a safe, respectful, and high-quality experience for our clients across all touchpoints. Our commitment to consumer trust, data privacy, and responsible innovation underpins our approach to product development, service delivery, and brand representation. In the 2024/25 financial year: We recorded zero health and safety incidents involving consumers and no need to terminate any contracts with brand ambassadors or influencers due to misconduct. All our client service operations in Denmark and Germany are guided by a target Customer Satisfaction (CSAT) rate of 85%. We upheld robust data privacy protocols, with only four minor privacy incidents and one data breach, which was reported and closed without action by the Danish Data Protection Agency. We launched a review of our client service processes in 2024/25 based on client feedback, reinforcing our commitment to continuous improvement. We ensured that responsible marketing standards are upheld, including due diligence and value alignment for all brand ambassadors and influencers.We continue to place the client experience at the centre of our Luxury Timeless Technology strategy, delivering lasting value and fostering long-term trust in our brand. At Bang &amp; Olufsen, we are committed to delivering exceptional user experiences while safeguarding the well-being, privacy, and trust of our clients. As creators of luxury audio products, we recognise our responsibility to promote safe listening habits, protect sensitive personal data, and ensure our brand representatives reflect our values. Through careful design, secure data practices, and thoughtful partnerships, we strive to uphold the highest standards of consumer care and brand integrity. S4.SBM-3 Material impacts, risks and opportunities We provide clear product manuals and warnings to ensure safe use and avoid misuse. To ensure consumer privacy and security, we comply with relevant regulations, including GDPR, and implement stringent IT security measures to safeguard personal data. Consumers who purchase our products or register for warranties may provide personal data, though sensitive data is not required. We respect consumer privacy, do not discriminate or interfere with freedom of expression, and do not sell client data to third parties. We do not design products or services that target vulnerable groups such as children or financially unstable individuals, nor do we use marketing strategies that exploit such vulnerabilities. Product and Location in Time Material impacts, risks and opportunities  IRO  I, R or O  Description value chain* horizon** Consumers Information-related Privacy Risk, Potential The use of external partners and our own client data storage both pose risks to data OO, DS S S4and end-impacts for negative privacy, with potential breaches outside of our control, including sensitive information users consumers and/or impact from the Product Health Centre, CRM lists, and e-commerce data. end-users Personal safety of Health and safety Potential The use of audio products may pose a risk to long-term hearing health, potentially DS L consumers and/or negative leading to hearing damage if not used responsibly. end-users impact Social inclusion of Responsible marketing Risk, Actual There is a risk that influencers or ambassadors behaving contrary to our values could DS S consumers and/or practices negative harm the brand's reputation, leading to client disappointment or discrimination, despite end-users impact due diligence and formal agreements. service-related information is made readily available via packaging and online, including for discontinued products. Repairs must be carried out by certified technicians to ensure safety. Material risks to consumers have so far been isolated (e.g., product defects or minor privacy breaches). We have not identified systemic or widespread negative impacts, nor do our products relate to state surveillance or rights violations. Our client experience strategy focuses on data privacy, safe product use, and responsible marketing to maintain trust and brand integrity. We build trust through transparency and responsible innovation. At this stage, we have not identified any consumer subgroups at materially higher risk of harm or opportunity. // S4-1 Policies We have five policies available here that govern our operations and impact consumers. Reference is made to G1. The primary policy describing our approach to our clients is our Stakeholder and Sustainability Policy, describing that our ambition is to deliver excellent client experience across all touchpoints, build strong and loyal client relationships and inform clients about the value of circular and long-lived consumer electronics. Our approach to this is to ensure that the clients are at the heart of all activities, including placing the client experience at the centre of technology and ensuring meticulous attention to detail in products and services, address enquiries, client feedback and complaints effectively together with partners, and ensure such are considered valuable contributions to constantly ensuring high levels of service and quality, and finally proactively communicate about the value of circular and long-lived consumer electronics in client facing channels. We recognise that satisfied clients are the basis for the long-term growth and profitability of the company.  Our Business Conduct and Ethics Policy address our approach to data privacy, IT security and data ethics *US: Upstream; OO: Own Operations; DS: Downstream ** S: Short; M: Medium; L: Long ensuring responsible practices relating to the treatment and security of personal data. Both policies are approved by the Board of Directors, owned by the Chief Corporate Commercial Officer and applies globally to all employees, who are expected to support the execution of the policies and comply with their content. We also have internal procedures addressing consumer-related topics such as IT security, data privacy and health and safety. Our Supplier Code of Conduct aims to ensure that external stakeholders comply with relevant standards, including human rights and environmental certifications like Cradle to Cradle Certified®. Each policy is overseen by a senior leader responsible for implementation. We are committed to global standards, including as a member of the UN Global Compact, to ensure responsible business conduct and align with consumer interests. In our engagement with brand ambassadors and influencers, we perform pre-engagement due diligence as well as ensure contractual obligations enabling us to terminate contracts if behaviour is found to be contrary to our values. // S4-2 Processes for engagement Engagement with consumers and end-users is central to our operations, shaping our efforts to manage actual and potential impacts. We gather feedback through multiple channels, including NPS scoring of products and brand perception surveys, which help identify opportunities for improvement. Consumers can furthermore directly email the CEO with praise or concerns. Based on client feedback a review of our client service processes was initiated in 2024/25. Our Chief Sales Officer, a member of the Global Leadership Team, oversees consumer engagement, with responsibility for sales and service touchpoints. The VP of Client Service reports directly to the Chief Sales Officer, ensuring that feedback is addressed promptly. As outlined in our Stakeholder and Sustainability Policy, our ambition is to deliver excellent client experiences, build loyal relationships, and communicate the value of circular, long-lasting electronics. We ensure that client feedback, including inquiries and complaints, is actively considered and addressed to maintain high service and product quality. Additionally, ongoing client satisfaction surveys help us continuously improve our products and services, placing the client experience at the heart of our Luxury Timeless Technology strategy. A dedicated Privacy Team in the Corporate Responsibility function ensures all consumer facing activities are reviewed for compliance with data privacy regulations while also maintaining our Privacy Policy describing the rights of a data subject. // S4-3 Remediating negative impacts We have established a comprehensive process to address concerns raised by consumers and end-users, as outlined in our internal quality management system, BeoMap. This process ensures client inquiries and complaints are handled in alignment with our company objectives. Upon receiving a client inquiry, it is categorised, and if a complaint is identified, it is assigned to the appropriate support person for further resolution. Each case follows a defined workflow, from initial inquiry to a follow-up Customer Satisfaction (CSAT) survey, ensuring transparency and accountability. We are ISO 9001 certified, ensuring the process is consistent with quality standards. Consumers can reach us via multiple accessible channels, including phone, email, contact forms, and a CEO feedback form. These are tracked and client satisfaction is monitored through KPIs such as CSAT and response times. While we do not directly assess awareness of these channels, feedback collected through product and service surveys indirectly shows their usage.  Additionally, for privacy related issues, a dedicated email to the Privacy Team is available to all consumers ensuring fast response to any enquiry. Finally, our whistleblower channel, protected by a no-retaliation policy, ensures consumers can raise concerns confidentially. // S4-4 Actions We mitigate material risks for the undertaking arising from its impacts and dependencies on consumers and/or end-users through mitigating activities in multiple functions.  Product safety and quality risks: In the manufacturing of our products all safety and quality requirements are adhered to in order to ensure our products are safe to use for the client. We have a dedicated Product Compliance function to also ensure that we are aware of not only current safety/quality legislation but also adapt to upcoming legislation which may place higher safety requirements on our products. When our products are manufactured, they undergo several quality checks in the manufacturing stage to ensure not only functionality but also safety. Any deviations are addressed immediately in the manufacturing stage, and should any products cause a safety risk once it has been sold, we have a full recall process in place as well as an ad hoc task force which immediately seeks to address any safety concerns with products which have already been sold to clients. Learnings from historic product developments is incorporated into the design and manufacturing of new products in line with our continuous improvement approach, cf. our ISO9001 certification. Furthermore, our zero-lead policy in new products eliminates relevant levels of SVHCs, further reducing risk exposure, even in internal components.  We also carry a product-liability insurance to ensure any financial claims relating to safety concerns can be adequately met. Our insurance broker, AON, confirms that we carry an insurance portfolio which is adequate compared to benchmark companies.  Loss of business continuity: risks related to business continuity, such as economic crisis making consumers unable to afford certain products or services; is also addressed in current processes. We have identified its key client segments for its products and makes continuous assessment of its pricing strategy to match the capabilities of its key client segments. Macro-economic events are identified as one of the top enterprise risks for Bang &amp; Olufsen in this financial year (2024/25) and a task force is regularly tracking any events, such as economic crisis, and agree on mitigating activities to address such events. Sales data is also tracked in order for the company to seek to adjust manufacturing rates to consumer purchasing behaviour. The Data Privacy Team follows an annual wheel ensuring that data privacy policies and procedures are reviewed and updated, that an overview of systems and processes where personal data is being treated is maintained and that awareness and training is offered to both employees and retail partners. Finally, we terminate contracts with brand ambassadors and influencers who act contrary to our values. All our actions mentioned in this section are continuous  annual processes with no end deadline or time horizon. By applying these processes annually we ensure a continuous focus on safeguarding our clients’ privacy and health and safety and ensuring responsible marketing practices are maintained. The scope of these actions are with a global focus for all our markets and primarily in our down-stream activities relating to our clients. As stated in the next section, while we have not communicated official targets, our ambition is to have no significant events relating to privacy, health &amp; safety and responsible marketing practices in any given year.// S4-5 Targets While we have not set an official target for privacy related incidents or health and safety incidents related to consumers, our ambition is to have no significant events in any given year. In 2024/25 we have not had any health and safety related events. In 2024/25 we have had 4 minor privacy incidents and 1 data breach which we reported to the Danish Data Protection Agency. The data breach case was closed by the Danish Data Protection Agency with no further actions taken. We have not had to terminate any contracts with brand ambassadors or influencers in 2024/25 due to behaviour contrary to our values.  As no official targets have been set, a process for target setting has not been established. Clients have not been involved in setting the ambition level, as the understanding of clients’ perspectives through our structured approach to achieving client insights was assessed as sufficient and consequently only needing involvement of internal departments of Bang &amp; Olufsen. Our target for Customer Satisfaction (CSAT) for our client service in Germany and Denmark is 85% of all clients must be satisfied with the service they have received from us. Our CSAT target for our client service in other markets, operated through a service partner,  is 73%.// </mrv:StatementOfCorporateSocialResponsibility>
   <mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender contextRef="ctx-2" id="f1__s10__7__12" xml:lang="en">S1-5 Targets We are internally tracking our progress on actions related to our own workforce and that address our material IROs. While a comprehensive overview of our targets and metrics is available in sections S1–4, we highlight selected targets here as they are directly linked to our material IROs. We have set targets to improve mental wellbeing with the focus on reducing the number of stress-related cases. The targets for reducing the 12-month average % of stress related cases 25% to benchmark year by 2027/28. The benchmark year is set to be 2024/25. These targets will be monitored regularly to ensure continuous improvement. In addition, we have set an engagement target score of 75 for the “Satisfaction &amp; Motivation “score and a target of 82 for the “Loyalty” score. 5For senior leadership, we have set a target of achieving 40% representation of the underrepresented gender by 2026/27. In addition, our target is to achieve equal 6representation in our Board of Directors by the end of 72026/27. These targets address the importance of diversity and to promote the equal opportunities throughout the organisation. //  S1-6 Characteristics of own workforce This section provides an overview of our workforce, outlining key employment characteristics to contextualise our broader social disclosures and support our quantitative metrics. // 1 Total headcount in our Financial Statements (FS) is 1,013. The variance is due to S1-6 calculating headcount at EoP, while average throughout the year is used in FS. S1-6 Characteristics of own workforce  Country Unit 2024/25 Denmark 787 China 45 Singapore 48 UK 45 USA 40 Hong Kong 31 Bulgaria 23 France 21 Germany 18 Spain 10 Switzerland 10 Italy 8 Sweden 8 Austria 7 Japan 7 Portugal 2 Belgium 3 Netherlands 2 United Arab Emirates 1 Korea 1 Finland 1 Canada 1 1Total   1,119 Terminations and Termination Rate Unit   2024/25  Terminations Headcount 229 Termination Rate % 20.5% S1-6; S1-9 Employee type and diversity metrics Headcount by contract type Female Male Total Employees (headcount) 405  714  1,119 Permanent employees 339  642  981 Temporary employees 66  72  138 Non-guaranteed hours* 3  11  14 Headcount by age group Unallocated 1 Under 30 years old 184 Between 30 - 50 years old 551 Above 50 years old 383 *Non-guaranteed hours employees are a sub-category of Temporary Employees. S1-8 Collective bargaining and social dialogue This section outlines the status of collective bargaining coverage within our organisation. The data presented applies specifically to our operations in Denmark. As of the reporting period, nearly 40% of our employees in Denmark are covered by collective bargaining agreements. // S1-6; S1-8 Denmark: employees and collective bargaining Employees under Danish employment terms 2024/25 Female 284 Male 503 Other - Not reported - Total employees    787 Collective bargaining coverage - Denmark Unit  2024/25  Covered Headcount 316 Not covered Headcount 479 Covered (% of headcount) % 39.6 Not covered (% of headcount) % 60.4 S1-9 Diversity We recognise that diverse leadership strengthens us. In this section, we present data on gender and age distribution within our senior leadership, reflecting our commitment to fostering an inclusive and balanced workplace.  The underrepresented gender within our organisation is being identified as female. As of May 31 2025, female representation in senior leadership is 25%. We remain committed to improving gender diversity and will continue our efforts throughout 2025/26 focusing on the development of internal female talent and strengthening our recruitment strategies to attract more women into leadership roles. For the majority of the 2024/25 period, the shareholder-elected representatives of the Board of Directors met the target for gender-balanced representation. Following the departure of a female board member, our focus for 2025/26 is to restore and maintain a more balanced gender composition.// S1-9 Gender distribution in management Senior Unit  Director+ Leadership Male Headcount 49  15 Female Headcount 15 5 Staffing Rate - Male % 77% 75% Staffing Rate - Female % 23%  25%</mrv:StatementOfTargetFiguresAndPoliciesForTheUnderrepresentedGender>
   <mrv:StatementOfTheDiversityPolicies contextRef="ctx-1" id="f1__s10__7__11" xml:lang="en">S1-5 Targets We are internally tracking our progress on actions related to our own workforce and that address our material IROs. While a comprehensive overview of our targets and metrics is available in sections S1–4, we highlight selected targets here as they are directly linked to our material IROs. We have set targets to improve mental wellbeing with the focus on reducing the number of stress-related cases. The targets for reducing the 12-month average % of stress related cases 25% to benchmark year by 2027/28. The benchmark year is set to be 2024/25. These targets will be monitored regularly to ensure continuous improvement. In addition, we have set an engagement target score of 75 for the “Satisfaction &amp; Motivation “score and a target of 82 for the “Loyalty” score. 5For senior leadership, we have set a target of achieving 40% representation of the underrepresented gender by 2026/27. In addition, our target is to achieve equal 6representation in our Board of Directors by the end of 72026/27. These targets address the importance of diversity and to promote the equal opportunities throughout the organisation. //  S1-6 Characteristics of own workforce This section provides an overview of our workforce, outlining key employment characteristics to contextualise our broader social disclosures and support our quantitative metrics. // 1 Total headcount in our Financial Statements (FS) is 1,013. The variance is due to S1-6 calculating headcount at EoP, while average throughout the year is used in FS. S1-6 Characteristics of own workforce  Country Unit 2024/25 Denmark 787 China 45 Singapore 48 UK 45 USA 40 Hong Kong 31 Bulgaria 23 France 21 Germany 18 Spain 10 Switzerland 10 Italy 8 Sweden 8 Austria 7 Japan 7 Portugal 2 Belgium 3 Netherlands 2 United Arab Emirates 1 Korea 1 Finland 1 Canada 1 1Total   1,119 Terminations and Termination Rate Unit   2024/25  Terminations Headcount 229 Termination Rate % 20.5% S1-6; S1-9 Employee type and diversity metrics Headcount by contract type Female Male Total Employees (headcount) 405  714  1,119 Permanent employees 339  642  981 Temporary employees 66  72  138 Non-guaranteed hours* 3  11  14 Headcount by age group Unallocated 1 Under 30 years old 184 Between 30 - 50 years old 551 Above 50 years old 383 *Non-guaranteed hours employees are a sub-category of Temporary Employees. S1-8 Collective bargaining and social dialogue This section outlines the status of collective bargaining coverage within our organisation. The data presented applies specifically to our operations in Denmark. As of the reporting period, nearly 40% of our employees in Denmark are covered by collective bargaining agreements. // S1-6; S1-8 Denmark: employees and collective bargaining Employees under Danish employment terms 2024/25 Female 284 Male 503 Other - Not reported - Total employees    787 Collective bargaining coverage - Denmark Unit  2024/25  Covered Headcount 316 Not covered Headcount 479 Covered (% of headcount) % 39.6 Not covered (% of headcount) % 60.4 S1-9 Diversity We recognise that diverse leadership strengthens us. In this section, we present data on gender and age distribution within our senior leadership, reflecting our commitment to fostering an inclusive and balanced workplace.  The underrepresented gender within our organisation is being identified as female. As of May 31 2025, female representation in senior leadership is 25%. We remain committed to improving gender diversity and will continue our efforts throughout 2025/26 focusing on the development of internal female talent and strengthening our recruitment strategies to attract more women into leadership roles. For the majority of the 2024/25 period, the shareholder-elected representatives of the Board of Directors met the target for gender-balanced representation. Following the departure of a female board member, our focus for 2025/26 is to restore and maintain a more balanced gender composition.// S1-9 Gender distribution in management Senior Unit  Director+ Leadership Male Headcount 49  15 Female Headcount 15 5 Staffing Rate - Male % 77% 75% Staffing Rate - Female % 23%  25%</mrv:StatementOfTheDiversityPolicies>
   <fsa:AverageNumberOfEmployees contextRef="ctx-1"
                                 decimals="0"
                                 id="f1__s10__7__59"
                                 unitRef="pure">1013</fsa:AverageNumberOfEmployees>
   <fsa:AverageNumberOfEmployees contextRef="ctx-43"
                                 decimals="0"
                                 id="f1__s10__8__59"
                                 unitRef="pure">999</fsa:AverageNumberOfEmployees>
   <mrv:LinkToStatementOfPolicyForDataEthics contextRef="ctx-27" id="f1__s10__7__9"></mrv:LinkToStatementOfPolicyForDataEthics>
   <sob:StatementByExecutiveAndSupervisoryBoards contextRef="ctx-1" id="f1__s10__7__132" xml:lang="en">The Board of Directors and the Executive Management Board have today considered and approved the Annual Report of the Bang &amp; Olufsen Group and the Parent Company for 1 June 2024 – 31 May 2025. The Annual Report is prepared in accordance with IFRS Accounting Standards as adopted by the EU and disclosure requirements for listed entities in Denmark, and the Parent financial statements are prepared in accordance with the Danish Financial Statements Act.  In our opinion, the consolidated financial statements and the parent company financial statements give a true and fair view of the Group’s and the Parent’s financial position at 31 May 2025 as well as of the results of their operations and the Group's cash flows for the financial year 1 June 2024 – 31 May 2025.  In our opinion, the Management’s commentary is prepared in accordance with relevant laws and regulations and contains a fair review of the development of the Group's and the Parent’s business and financial matters, the results for the year and of the Parent’s financial position and the financial position as a whole of the entities included in the consolidated financial statements, together with a description of the principal risks and uncertainties that the Group and the Parent face. The sustainability statement is prepared in accordance with the European Sustainability Reporting Standards (ESRS) as required by the Danish Financial Statements Act as well as article 8 in the EU Taxonomy regulation. Furthermore, in our opinion, the Annual Report of Bang &amp; Olufsen A/S for the financial year 1 June 2024 to 31 May 2025 with the file name BangogOlufsen-2025-05-31-0-en.zip is prepared, in all material respects, in accordance with the ESEF Regulation. We recommend the Annual Report for adoption at the Annual General Meeting. </sob:StatementByExecutiveAndSupervisoryBoards>
   <sob:PlaceOfSignatureOfStatement contextRef="ctx-1" id="f1__s10__7__133" xml:lang="en">Struer</sob:PlaceOfSignatureOfStatement>
   <sob:DateOfApprovalOfAnnualReport contextRef="ctx-1" id="f1__s10__7__134">2025-07-03</sob:DateOfApprovalOfAnnualReport>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-28" id="f1__s10__7__135" xml:lang="en">Kristian Teär</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-28" id="f1__s10__7__136" xml:lang="en">CEO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-29" id="f1__s10__7__137" xml:lang="en">Nikolaj Wendelboe</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-29" id="f1__s10__7__138" xml:lang="en">EVP, CFO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfExecutiveBoard contextRef="ctx-30" id="f1__s10__7__139" xml:lang="en">Line Køhler Ljungdahl</cmn:NameAndSurnameOfMemberOfExecutiveBoard>
   <cmn:TitleOfMemberOfExecutiveBoard contextRef="ctx-30" id="f1__s10__7__140" xml:lang="en">EVP, CCCO</cmn:TitleOfMemberOfExecutiveBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-31" id="f1__s10__7__141" xml:lang="en">Juha Christensen</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-31" id="f1__s10__7__142" xml:lang="en">Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-32" id="f1__s10__7__143" xml:lang="en">Albert Bensoussan</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:TitleOfMemberOfSupervisoryBoard contextRef="ctx-32" id="f1__s10__7__144" xml:lang="en">Vice Chair</cmn:TitleOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-33" id="f1__s10__7__145" xml:lang="en">Anders Colding Friis</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-34" id="f1__s10__7__146" xml:lang="en">Andra Gavrilescu</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-35" id="f1__s10__7__147" xml:lang="en">Dorte Vegeberg</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-36" id="f1__s10__7__148" xml:lang="en">Jesper Jarlbæk</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-37" id="f1__s10__7__149" xml:lang="en">Søren Balling</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <cmn:NameAndSurnameOfMemberOfSupervisoryBoard contextRef="ctx-38" id="f1__s10__7__150" xml:lang="en">Tuula Rytilä</cmn:NameAndSurnameOfMemberOfSupervisoryBoard>
   <arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s10__7__153" xml:lang="en">To the stakeholders of  Bang &amp; Olufsen A/S</arr:AddresseeOfAuditorsReportOnAuditedFinancialStatements>
   <arr:OpinionOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s10__7__154" xml:lang="en">Opinion We have audited the consolidated financial statements and the parent financial statements of Bang &amp; Olufsen A/S for the financial year 1 June 2024 – 31 May 2025, which comprise the income statement, 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. The consolidated financial statements and the parent financial statements are prepared in accordance with IFRS Accounting Standards as adopted by the EU and additional disclosure requirements for listed entities in Denmark. In our opinion, the consolidated financial statements and the parent financial statements give a true and fair view of the Group’s and the Parent’s financial position at 31 May 2025, and of the results of their operations and cash flows for the financial year 1 June 2024 – 31 May 2025 in accordance with IFRS Accounting Standards as adopted by the EU and additional disclosure requirements for listed entities in Denmark. Our opinion is consistent with our audit book comments issued to the Audit Committee and the Board of Directors.</arr:OpinionOnAuditedFinancialStatements>
   <arr:DescriptionOfQualificationsOfAuditedFinancialStatements contextRef="ctx-1" id="f1__s10__7__155" xml:lang="en">Basis for opinion We conducted our audit in accordance with International Standards on Auditing (ISAs) and the additional requirements applicable in Denmark. Our responsibilities under those standards and requirements are further described in the "Auditor’s responsibilities for the audit of the consolidated financial statements and the parent financial statements" section of this auditor’s report. We are independent of the Group in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark, and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. To the best of our knowledge and belief, we have not provided any prohibited non-audit services as referred to in Article 5(1) of Regulation (EU) No 537/2014. We were appointed auditors of Bang &amp; Olufsen A/S for the first time on 18 August 2022 for the financial year 2022/23. We have been reappointed annually by decision of the general meeting for a total contiguous engagement period of 2 year up to and including the financial year 2024/25.</arr:DescriptionOfQualificationsOfAuditedFinancialStatements>
   <arr:KeyAuditMattersAudit contextRef="ctx-1" id="f1__s10__7__156" 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 consolidated financial statements and the parent financial statements for the financial year 1 June 2024 – 31 May 2025. These matters were addressed in the context of our audit of the consolidated financial statements and the parent financial statements as a whole, and in forming our opinion thereon, and we do not provide a separate opinion on these matters.  Revenue recognition from sale of goods The Group recognises revenue from sale of products at the point in time when control of the products is transferred to the customer, which generally takes place upon delivery.  Revenue from sale of products around the time of the balance sheet date has been considered a key audit matter due to the complexity from the volume of transactions and the considerations over timing for transferring of risk to the customer as this involves manual procedures. These factors may potentially result in inaccurate timing in revenue recognition from sale of products. Reference is made to note 2.1 Revenue and operating segments in the consolidated financial statements and the accounting policies.  How the matter was addressed in our audit  Our audit procedures, which take into account the risk of material misstatement in revenue recognition, included among others:  •  We assessed the compliance with the Group’s accounting policies over revenue recognition and comparison with applicable accounting standards,  •  We assessed and tested relevant internal control over cut-off of revenue from sale of products for a specific period before the balance sheet date, •  We have performed substantive testing of revenue from sale of products for a specific period before the balance sheet date including obtaining and agreeing to supporting documentation and validated the proper timing of revenue recognition to ensure that revenue from sale of products is recognised in the correct financial year, and •  We have analysed credit invoices issued after the balance sheet date. Valuation of deferred tax assets The Group has recognised deferred tax assets on the basis of expected future levels of profitability. The Group has recognised the deferred tax assets to the extent that the realisation of the related tax benefits through future taxable profits are probable within a foreseeable future. We refer to Note 2.5 – Tax of the consolidated financial statements. The deferred tax assets was significant to our audit as the amounts are material, the assessment process is judgemental and is based on assumptions that are impacted by expected future market conditions and future levels of profitability.  How the matter was addressed in our audit Our audit procedures included evaluating Management’s assumptions for forecasting future taxable profits by assessing Management’s underlying business plans, comparing previous forecasts to actual results and testing consistency between the forecasts used in the measurement of deferred tax assets against the long-term forecast and business plans of the Group. Further, we evaluated the sensitivity of the impairment model for deferred tax assets. Furthermore, we assessed the adequacy of the disclosures in Note 2.5 - Tax of the consolidated financial statements against applicable financial reporting standards.</arr:KeyAuditMattersAudit>
   <arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements contextRef="ctx-1" id="f1__s10__7__157" xml:lang="en">Statement on the Management's review Management is responsible for the management commentary. Our opinion on the consolidated financial statements and the parent financial statements does not cover the management commentary, and we do not express any form of assurance conclusion thereon. In connection with our audit of the consolidated financial statements and the parent financial statements, our responsibility is to read the management commentary and, in doing so, consider whether the management commentary is materially inconsistent with the consolidated financial statements and the parent financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. Moreover, it is our responsibility to consider whether the management commentary includes the disclosures required by the Danish Financial Statements Act. This does not include the requirements in section 99a related to the sustainability statement covered by the separate auditor’s limited assurance report hereon. Based on the work we have performed, we conclude that the management commentary is in accordance with the consolidated financial statements and the parent financial statements and has been prepared in accordance with the requirements of the Danish Financial Statements Act except for the requirements in section 99a related to the sustainability statement, cf. above.  We did not identify any material misstatement of the management commentary.  </arr:StatementOnManagementsReviewAuditorsReportOnAuditedFinancialStatements>
   <arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements contextRef="ctx-1" id="f1__s10__7__158" xml:lang="en">Management's responsibilities for  the consolidated financial statements and the parent financial statements Management is responsible for the preparation of consolidated financial statements and parent financial statements that give a true and fair view in accordance with IFRS Accounting Standards as adopted by the EU and additional disclosure requirements for listed entities in Denmark, and for such internal control as Management determines is necessary to enable the preparation of consolidated financial statements and parent financial statements that are free from material misstatement, whether due to fraud or error. In preparing the consolidated financial statements and the parent financial statements, Management is responsible for assessing the Group’s and the Parent’s ability to continue as a going concern, for disclosing, as applicable, matters related to going concern, and for using the going concern basis of accounting in preparing the consolidated financial statements and the parent financial statements unless Management either intends to liquidate the Group or the Entity or to cease operations, or has no realistic alternative but to do so.</arr:StatementOfExecutiveAndSupervisoryBoardsResponsibilityForFinancialStatements>
   <arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed contextRef="ctx-1" id="f1__s10__7__159" xml:lang="en">Auditor's responsibilities for the audit of  the consolidated financial statements and the parent financial statements Our objectives are to obtain reasonable assurance about whether the consolidated financial statements and the parent financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements and these parent financial statements. As part of an audit conducted in accordance with ISAs and the additional requirements applicable in Denmark, we exercise professional judgement and maintain professional scepticism throughout the audit.  We also: •  Identify and assess the risks of material misstatement of the consolidated financial statements and the parent financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. •  Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s and the Parent’s internal control. •  Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by Management. •  Conclude on the appropriateness of Management’s use of the going concern basis of accounting in preparing the consolidated financial statements and the parent financial statements, and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group's and the Parent’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the consolidated financial statements and the parent financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Group and the Entity to cease to continue as a going concern. •  Evaluate the overall presentation, structure and content of the consolidated financial statements and the parent financial statements, including the disclosures in the notes, and whether the consolidated financial statements and the parent financial statements represent the underlying transactions and events in a manner that gives a true and fair view. •  Plan and perform the group audit to obtain sufficient appropriate audit evidence regarding the financial information of the entities or business units within the Group  as a basis for forming an opinion on the consolidated financial statements and the parent financial statements. We are responsible for the direction, supervision and review of the audit work performed for purposes of the group audit. We remain solely responsible for our audit opinion. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. We also provide those charged with governance with a statement that we have complied with relevant ethical requirements regarding independence, and to communicate with them all relationships and other matters that may reasonably be thought to bear on our independence, and, where applicable, safeguards put in place and measures taken to eliminate threats. From the matters communicated with those charged with governance, we determine those matters that were of most significance in the audit of the consolidated financial statements and the parent financial statements of the current period and are therefore the key audit matters. We describe these matters in our auditor’s report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances, we determine that a matter should not be communicated in our report because the adverse consequences of doing so would reasonably be expected to outweigh the public interest benefits of such communication.</arr:StatementOfAuditorsResponsibilityForAuditAndAuditPerformed>
   <arr:AuditorsReportOnXbrlTagging contextRef="ctx-1" id="f1__s10__7__160" xml:lang="en">Report on compliance with the ESEF Regulation As part of our audit of the consolidated financial statements and the parent financial statements of Bang &amp; Olufsen A/S we performed procedures to express an opinion on whether the annual report for the financial year 01.06.2024-31.05.2025, with the file name BangogOlufsen-2025-05-31-0-en.zip, is prepared, in all material respects, in compliance with the Commission Delegated Regulation (EU) 2019/815 on the European Single Electronic Format (ESEF Regulation), which includes requirements related to the preparation of the annual report in XHTML format and iXBRL tagging of the consolidated financial statements including notes. Management is responsible for preparing an annual report that complies with the ESEF Regulation. This responsibility includes: •  The preparing of the annual report in XHTML format;  •  The selection and application of appropriate iXBRL tags, including extensions to the ESEF taxonomy and the anchoring thereof to elements in the taxonomy, for financial information required to be tagged using judgement where necessary; •  Ensuring consistency between iXBRL tagged data and the consolidated financial statements presented in human readable format; and •  For such internal control as Management determines necessary to enable the preparation of an annual report that is compliant with the ESEF Regulation. Our responsibility is to obtain reasonable assurance on whether the annual report is prepared, in all material respects, in compliance with the ESEF Regulation based on the evidence we have obtained, and to issue a report that includes our opinion. The nature, timing and extent of procedures selected depend on the auditor’s judgement, including the assessment of the risks of material departures from the requirements set out in the ESEF Regulation, whether due to fraud or error. The procedures include: •  Testing whether the annual report is prepared in XHTML format; •  Obtaining an understanding of the company’s iXBRL tagging process and of internal control over the tagging process; •  Evaluating the completeness of the iXBRL tagging of the consolidated financial statements including notes; •  Evaluating the appropriateness of the company’s use of iXBRL elements selected from the ESEF taxonomy and the creation of extension elements where no suitable element in the ESEF taxonomy has been identified; •  Evaluating the use of anchoring of extension elements to elements in the ESEF taxonomy; and •  Reconciling the iXBRL tagged data with the audited consolidated financial statements.  In our opinion, the annual report of Bang &amp; Olufsen A/S for the financial year 1 June 2024 – 31 May 2025, with the file name BangogOlufsen-2025-05-31-0-en.zip, is prepared, in all material respects, in compliance with the ESEF Regulation.</arr:AuditorsReportOnXbrlTagging>
   <arr:SignatureOfAuditorsPlace contextRef="ctx-1" id="f1__s10__7__161" xml:lang="en">Copenhagen</arr:SignatureOfAuditorsPlace>
   <arr:SignatureOfAuditorsDate contextRef="ctx-1" id="f1__s10__7__162">2025-07-03</arr:SignatureOfAuditorsDate>
   <cmn:NameOfAuditFirm contextRef="ctx-40" id="f1__s10__7__168" xml:lang="en">Deloitte Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:NameOfAuditFirm contextRef="ctx-39" id="f1__s10__7__163" xml:lang="en">Deloitte Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-39" id="f1__s10__7__164">33963556</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:IdentificationNumberCvrOfAuditFirm contextRef="ctx-40" id="f1__s10__7__169">33963556</cmn:IdentificationNumberCvrOfAuditFirm>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-39" id="f1__s10__7__165" xml:lang="en">Nikolaj Thomsen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-39" id="f1__s10__7__166" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-39" id="f1__s10__7__167">mne33276</cmn:IdentificationNumberOfAuditor>
   <cmn:NameAndSurnameOfAuditor contextRef="ctx-40" id="f1__s10__7__170" xml:lang="en">Jakob Olesen</cmn:NameAndSurnameOfAuditor>
   <cmn:DescriptionOfAuditor contextRef="ctx-40" id="f1__s10__7__171" xml:lang="en">State Authorised Public Accountant</cmn:DescriptionOfAuditor>
   <cmn:IdentificationNumberOfAuditor contextRef="ctx-40" id="f1__s10__7__172">mne34492</cmn:IdentificationNumberOfAuditor>
   <arr:AddresseeOfAuditorsReportOnSubstainabilityReports contextRef="ctx-1" id="f1__s10__7__175" xml:lang="en">To the stakeholders of Bang &amp; Olufsen A/S</arr:AddresseeOfAuditorsReportOnSubstainabilityReports>
   <gsd:NameOfSubmittingEnterprise contextRef="ctx-1" id="f1__s10__7__199" xml:lang="en">Bang &amp; Olufsen A/S</gsd:NameOfSubmittingEnterprise>
   <gsd:NameOfReportingEntity contextRef="ctx-1" id="f1__s10__7__198" xml:lang="en">Bang &amp; Olufsen A/S</gsd:NameOfReportingEntity>
   <arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport contextRef="ctx-1" id="f1__s10__7__176" xml:lang="en">We have conducted a limited assurance engagement on the sustainability statement of Bang &amp; Olufsen A/S (the “Group”) included in the Management’s Review (the “sustainability statement”) for the financial year 1 June 2024 – 31 May 2025. </arr:IdentificationOfMattersOnWhichAssuranceReportIsProvidedAndDescriptionOfAssuranceEngagementSubstainabilityReport>
   <arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport contextRef="ctx-1" id="f1__s10__7__179" 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 section 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 “Process”) is in accordance with the description set out in the subsection ‘Double materiality’ on pages 49-51 and section “Double materiality assessment – process” on page 52; and •  compliance of the disclosures in in the subsection ‘EU Taxonomy’ within the environmental section of the sustainability statement with Article 8 of EU Regulation 2020/852 (the “Taxonomy Regulation”).</arr:OpinionOnSubjectMatterOfAssuranceReportSubstainabilityReport>
   <cmn:NameOfAuditFirmSubstainability contextRef="ctx-42" id="f1__s10__7__194" xml:lang="en">Deloitte Statsautoriseret Revisionspartnerselskab</cmn:NameOfAuditFirmSubstainability>
   <arr:AuditorsReportOnSubstainabilityReport contextRef="ctx-1" id="f1__s10__7__174" xml:lang="en">Independent auditor’s limited assurance report on sustainability statement To the stakeholders of Bang &amp; Olufsen A/S Limited assurance conclusion We have conducted a limited assurance engagement on the sustainability statement of Bang &amp; Olufsen A/S (the “Group”) included in the Management’s Review (the “sustainability statement”) for the financial year 1 June 2024 – 31 May 2025. 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 section 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 “Process”) is in accordance with the description set out in the subsection ‘Double materiality’ on pages 49-51 and section “Double materiality assessment – process” on page 52; and •  compliance of the disclosures in in the subsection ‘EU Taxonomy’ within the environmental section of the sustainability statement with Article 8 of EU Regulation 2020/852 (the “Taxonomy Regulation”). Basis for conclusion  We conducted our limited assurance engagement in accordance with ISAE 3000 (Revised), Assurance engagements other than audits or reviews of historical financial information, and additional requirements applicable in Denmark.  The procedures in a limited assurance engagement vary in nature 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 substantially lower than the assurance that would have been obtained had a reasonable assurance engagement been performed. We believe that the evidence we have obtained is sufficient and appropriate to provide a basis for our conclusion. Our responsibilities under this standard are further described in the “Auditor’s responsibilities for the assurance engagement” section of our report.  Our independence and quality management We are independent of the Group in accordance with the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (IESBA Code) and the additional ethical requirements applicable in Denmark. We have also fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code. Deloitte Statsautoriseret Revisionspartnerselskab applies International Standard on Quality Management 1, ISQM1, 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. Other matter The comparative information included in the sustainability statement of the Group was not subject to an assurance engagement on sustainability information prepared in accordance with the Danish Financial Statements Act paragraph 99a. Our conclusion is not modified in respect of this matter. 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 anticipated events frequently do not occur as expected. Management’s responsibilities for the sustainability statement Management is responsible for designing and implementing a process to identify the information reported in the sustainability statement in accordance with the ESRS and for disclosing this Process included in the subsection ‘Double materiality’ on pages 49-51 and section “Double materiality assessment – process” on page 52 of the sustainability statement. This responsibility includes:: •  understanding the context in which the Group’s activities and business relationships take place and developing an understanding of its affected stakeholders; •  the identification of the actual and potential impacts (both negative and positive) related to sustainability matters, as well as risks and opportunities that affect, or could reasonably be expected to affect, the Group’s financial position, financial performance, cash flows, access to finance or cost of capital over the short-, medium-, or long-term; •  the assessment of the materiality of the identified impacts, risks and opportunities related to sustainability matters by selecting and applying appropriate thresholds; and •  making assumptions that are reasonable in the circumstances. Management is further responsible for the preparation of the sustainability statement, in accordance with the Danish Financial Statements Act section 99a, including:  •  compliance with the ESRS;  •  preparing the disclosures in the subsection ‘EU Taxonomy’ within the environmental section of the sustainability statement, in compliance with Article 8of the Taxonomy Regulation; •  designing, implementing and maintaining such internal control that management determines is necessary to enable the preparation of the sustainability statement that is free from material misstatement, whether due to fraud or error; and •  the selection and application of appropriate sustainability reporting methods and making assumptions and estimates that are reasonable in the circumstances.  Auditor’s responsibilities for the assurance engagement Our objectives are to plan and perform the assurance engagement to obtain limited assurance about whether the sustainability statement is free from material misstatement, whether due to fraud or error, and to issue a limited assurance report that includes our conclusion.  Misstatements can arise from fraud or 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 statement as a whole.  As part of a limited assurance engagement in accordance with ISAE 3000 (Revised) we exercise professional judgement and maintain professional scepticism throughout the engagement.  Our responsibilities in respect of the Process include: •  Obtaining an understanding of the Process but not for the purpose of providing a conclusion on the effectiveness of the Process, including the outcome of the Process; •  Considering whether the information identified addresses the applicable disclosure requirements of the ESRS, and •  Designing and performing procedures to evaluate whether the Process is consistent with the Group’s description of its Process, as disclosed in the subsection ‘Double materiality’ on pages 49-51 and section “Double materiality assessment – process” on page 52.   Our other responsibilities in respect of the sustainability statement include:  •  Identifying disclosures where material misstatements are likely to arise, whether due to fraud or err